Introduction
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Excerpt
The TOGAF TOGAF® vision phase A gives the architect the opportunity to spell out and sell the merits of the current iteration of the ADM. It can be visualised as performing phases B through to F at 20,000 foot. Imagine yourself sat in a plane at 20K ft cruising above a city. What do you see? You can clearly make out the structure of the city, the main arteries, the zones of the cities, the flow of traffic between those zones, an outline view of the utilities (those that are above ground, such as water and electricity and possibly some gas lines). Phase A can be considered similar to a Project Initiation Document (PID) or a BID document (obviously this will vary from organisation to organisation).
Phase A - Vision Phase Mindmap
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Once you have a decent collction of roadmaps for each of the domains, work can begin on producing consolidated roadmaps using techniques such as tube maps. This would be done in phase E.
Key
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TOGAF® Activities
There are a number of key activities you should engage in at this level, some of these should be followed through in phases B, C and D when they are done in more detail (2K ft). They are shown here not in any particular order...
- Clearly specify why you have been engaged, the RAW (Request for Architecture Work - this would normally translate to some standard document within your organisation, like a PID)
- Risk of engagement and none engagement, and how these risks will be mitigated - extremely important that this is covered as early as possible to ensure there are no hidden gotchas
- The development of a communications plan, stakeholder management techniques: www.mindtools.com and the stakeholder views ad viewpoints.
- The identification of building blocks - it's common to have stuff (systems and processes) already in place, these are your current state SBBs, map these out as current state ABBs
- The development of an engagement programme (BTEP is a useful toolTOGAF® makes use of BTEP, but other tools might be available to you)
- High level migration and implementation plan - you would be expected at this level to draft out a high level migration strategy, no one is going to invest in a piece of work without seeing someting like, with estimated costs, timeframes and resources
Risk
Risks should be identified as early as possible and monitored throughout the whole of the ADM cycle. You should think clearly about the risk to the organisation of engaging in a program of work that could lead to financial loss and loss of credibility. The risk could also be the time it would take to complete the work. If it's a lengthy engagement, are there competitors that could steal the market share before the programme is completed? Is the technology required to do the task at hand available? Does the organisation have the competencies to do the work? There are so many things to consider that risk modelling should be seen as a separate work stream in its own right.