TOGAF Comprehensive Guide to Ascertain Dependencies in Architecture Development

Introduction

In the context of the Architecture Development Method (ADM), as outlined by TOGAF, understanding and managing dependencies is crucial for the success of any architecture project. This guide provides a detailed approach to ascertain dependencies, emphasizing the importance of assessing recency, stakeholder engagement, and the impact of existing architectures on new projects.

1. Understanding Dependencies in Architecture

1.1 Definition of Dependencies

Dependencies in architecture refer to the relationships between different components, projects, or stakeholders that can affect the execution and outcome of an architecture initiative. These can include:

• Technical Dependencies: Relationships between systems, applications, or technologies that must work together.
• Stakeholder Dependencies: The influence and power dynamics among stakeholders that can impact decision-making and project direction.
• Process Dependencies: Interdependencies between business processes that may affect the implementation of new architectures.

1.2 Importance of Assessing Dependencies

Assessing dependencies is vital for several reasons:

• Risk Mitigation: Identifying dependencies helps in recognizing potential risks early in the project lifecycle.
• Resource Allocation: Understanding dependencies allows for better planning and allocation of resources.
• Stakeholder Engagement: Recognizing the influence of stakeholders can guide effective communication and collaboration.

2. Assessing Recency in the EA Landscape

2.1 The Role of Recency

Recency refers to the relevance and timeliness of the existing architecture in relation to the current project. It is essential to assess how recent developments in the EA landscape may impact the architecture project.

2.2 Steps to Assess Recency

To assess recency effectively, practitioners should consider the following steps:

1. Review Existing Architecture Visions: Examine the architecture visions that have been developed in the portfolio. This includes understanding the goals, objectives, and components of these visions.

   Example: If a previous architecture vision aimed to implement a cloud-based data storage solution, assess whether this vision is still relevant given recent advancements in cloud technology.

2. Identify Parallel Developments: Determine if there are other architecture projects currently in development that may overlap or influence the new project.

   Example: If another team is working on a new customer relationship management (CRM) system, understanding their progress and architecture can help identify integration points and dependencies.

3. Evaluate Approved Targets: Identify which target architectures have been approved and are in the process of being realized.

   Example: If a target architecture for a new enterprise resource planning (ERP) system has been approved, assess how this impacts the architecture project you are working on.

4. Analyze the Effect of Recency: Consider how recent changes in the EA landscape affect prior architecture work. This may involve reviewing changes in technology, business processes, or stakeholder priorities.

   Example: If a new regulatory requirement has emerged that affects data handling, this may necessitate changes to existing architectures.

2.3 Questions to Guide Recency Assessment

To facilitate the assessment of recency, practitioners can use the following guiding questions:

• What EA projects are currently being developed in parallel?
• Which target architectures are actively being realized?
• Which target architectures have received formal approval?
• How does recency affect the relevance and applicability of prior EA work?

3. Stakeholder Engagement and Management

3.1 Identifying Stakeholders

A comprehensive understanding of stakeholders is essential for successful architecture development. Stakeholders can be categorized into two groups:

• Architecture Stakeholders: Individuals or groups with a vested interest in the architecture itself, such as architects, business analysts, and IT leaders.
• Implementation Stakeholders: Individuals or groups with influence over the implementation of the architecture, such as project managers and business unit leaders.

3.2 The Importance of Reaffirming Stakeholders

It is common for organizational leaders to attempt to replace stakeholders identified in superior architecture with those who have more power in the context of the implementation project. This can lead to confusion and misalignment.

Example Scenario

Imagine a scenario where a new enterprise application is being developed. The original architecture identified key stakeholders from the IT department and business units. However, a senior executive insists on replacing these stakeholders with high-ranking individuals who may not have the same level of understanding of the architecture. This can introduce new concerns that may not align with the architecture vision.

3.3 Strategies for Effective Stakeholder Management

1. Maintain a Clear Stakeholder Map: Create and maintain a stakeholder map that identifies all relevant stakeholders, their roles, and their influence on the architecture project.

   Example: A stakeholder map for a new HR system might include HR managers, IT staff, compliance officers, and end-users.

2. Engage Stakeholders Early: Involve stakeholders from the beginning of the architecture project to ensure their concerns and needs are addressed.

   Example: Conduct workshops with stakeholders to gather input on the architecture vision and requirements.

3. Communicate Clearly and Regularly: Establish a communication plan that outlines how and when stakeholders will be updated on project progress, changes, and decisions.

   Example: Schedule bi-weekly meetings to provide updates on the architecture project, discuss any changes, and gather feedback from stakeholders.

4. Differentiate Between Stakeholder Power: Recognize the difference between stakeholders who have power over the architecture project and those who have power only in the context of the implementation project. Focus on engaging those who can influence the architecture’s success.

   Example: While a senior executive may have the authority to approve project budgets, it is the IT architect who understands the technical implications of architectural decisions and should be consulted on design choices.

5. Identify and Address Project-Specific Concerns: Understand the concerns of implementation stakeholders and find ways to address them without compromising the architecture vision.

   Example: If implementation stakeholders are concerned about the timeline for delivering a new feature, work with them to identify potential solutions that align with the architecture while addressing their needs.

4. Mitigating Risks Through Dependency Management

4.1 The Importance of Risk Mitigation

Managing dependencies effectively can significantly reduce risks associated with architecture projects. By identifying and addressing dependencies early, practitioners can prevent issues that may arise during implementation.

4.2 Strategies for Risk Mitigation

1. Document Dependencies: Create a comprehensive list of dependencies, including technical, stakeholder, and process dependencies. This documentation should be regularly updated as the project progresses.

   Example: For a software development project, document dependencies such as reliance on third-party APIs, integration with existing systems, and the need for stakeholder approvals.

2. Establish Clear Ownership: Assign ownership for each dependency to ensure accountability. This helps in tracking progress and addressing issues as they arise.

   Example: If a dependency involves obtaining data from a legacy system, assign a specific team member to manage this relationship and ensure timely access to the required data.

3. Develop Contingency Plans: For each identified dependency, create contingency plans that outline how to address potential risks if the dependency is not met.

   Example: If a critical third-party vendor is unable to deliver on time, have a backup plan in place, such as identifying alternative vendors or adjusting project timelines.

4. Regularly Review Dependencies: Schedule regular reviews of dependencies to assess their status and impact on the project. This allows for timely adjustments and proactive risk management.

   Example: During project status meetings, review the list of dependencies and discuss any changes or emerging risks with the project team.

5. Conclusion

Ascertaining dependencies is a critical aspect of architecture development within the ADM framework. By understanding the existing architecture landscape, assessing recency, engaging stakeholders effectively, and managing risks, practitioners can ensure that their architecture projects are well-positioned for success.

Key Takeaways

• Assess Recency: Regularly evaluate the relevance of existing architectures and how they impact new projects.
• Engage Stakeholders: Identify and reaffirm stakeholders to ensure their concerns are addressed while maintaining focus on the architecture vision.
• Document and Manage Dependencies: Create a comprehensive list of dependencies, assign ownership, and develop contingency plans to mitigate risks.
• Communicate Effectively: Maintain clear and regular communication with stakeholders to keep them informed and engaged throughout the project lifecycle.

By following these guidelines, organizations can enhance their architecture development processes, reduce risks, and achieve better alignment with their strategic goals.