1. Introduction to TOGAF® ADM
The Open Group Architecture Framework (TOGAF) provides a structured approach for organizations to design, plan, implement, and govern enterprise architecture. The Architecture Development Method (ADM) is the core of TOGAF, guiding practitioners through a series of phases to develop and manage enterprise architecture effectively.
2. Understanding the Phases of TOGAF® ADM
TOGAF ADM consists of several phases, each serving a specific purpose in the architecture development process. The phases include:
- Phase A: Architecture Vision
- Phase B: Business Architecture
- Phase C: Information Systems Architectures
- Phase D: Technology Architecture
- Phase E: Opportunities and Solutions
- Phase F: Migration Planning
- Phase G: Implementation Governance
- Phase H: Architecture Change Management
2.1 Phase G: Implementation Governance
Phase G focuses on ensuring that the implementation of the architecture aligns with the defined architecture and meets the organization’s strategic objectives. However, many organizations tend to “jump” directly to Phase G, often due to a bias towards visible action or execution failures in earlier phases.
3. Common Failure Patterns in Phase G
3.1 Missing the Purpose
Organizations often fail to recognize that different architectural purposes require distinct approaches. For example, the architecture needed to support strategic decision-making differs significantly from that required for solution deployment.
Example: A Practitioner may create a high-level architecture for a new IT initiative without considering how it aligns with the organization’s strategic goals. This oversight can lead to misalignment and ineffective decision-making.
3.2 Missing the Business Cycle
Practitioners must engage proactively in the business cycle to provide timely architectural support. Waiting for an invitation to participate in planning processes can result in missed opportunities to influence critical decisions.
Example: If an organization operates on an annual budget cycle, the Practitioner should prepare the candidate Target Architecture and roadmap well in advance, allowing stakeholders to use this information during budget negotiations. Failing to do so may result in decisions being made without the necessary architectural context.
3.3 Not Doing Architecture
Practitioners often find themselves fulfilling multiple roles, such as stakeholder agent, subject matter expert (SME), and implementer. This can lead to implicit architecture, where the architecture is never formally documented or approved.
Example: A Practitioner may focus on implementation details, producing work products that resemble implementation specifications rather than a coherent architecture. This lack of formal architecture can lead to compliance by assertion, where decisions are made based on personal bias rather than a structured architectural framework.
4. Managing Innovation, Creativity, and Circumstance
When organizations jump to Phase G, they often prioritize rapid implementation and innovation over structured architectural development. Practitioners must navigate this environment by focusing on risk management and value realization.
Example: In a scenario where a new product is being developed under tight deadlines, the Practitioner should facilitate discussions around the expected value and potential risks associated with the implementation. This involves connecting the project’s objectives to the broader enterprise goals, ensuring that stakeholders understand the implications of their decisions.
Practitioners should also engage in micro-iterations, continuously refining the architecture as new information becomes available. This agile approach allows for flexibility while maintaining alignment with the organization’s strategic objectives.
5. Conclusion
Developing enterprise architecture using the TOGAF ADM requires a careful balance between structured planning and the ability to adapt to changing circumstances. By understanding common failure patterns in Phase G and actively managing innovation and creativity, Practitioners can guide their organizations toward effective change and value realization.
Through proactive engagement in the business cycle, clear communication of architectural purposes, and diligent documentation of architecture, Practitioners can ensure that their organizations are well-prepared for implementation governance and can avoid the pitfalls of jumping to Phase G without adequate preparation.