Loved this series of presentations. Leveraging the TOGAF framework helps me develop a repeatable methodology for architecture planning. I use a structured top-down interview approach with CXOs and heads of departments to obtain their current state and future state. I ask for pressure points, capital constraints, department inefficiencies, and what they do well. I then perform a Gap analysis to devise improvements to close the gaps from all stakeholders. I think of it as assembling a puzzle. Filling in the gaps with processes or technology to achieve the future business vision. This clarifies the architecture path.
Leveraging the TOGAF framework helps me develop a repeatable methodology for architecture planning. I use a structured top-down interview approach with CXOs and heads of departments to obtain their current state and future state. I ask for pressure points, capital constraints, department inefficiencies, and what they do well. I then perform a Gap analysis to devise improvements to close the gaps from all stakeholders. I think of it as assembling a puzzle. Filling in the gaps with processes or technology to achieve the future business vision. This clarifies the architecture path.
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Loved this series of presentations. Leveraging the TOGAF framework helps me develop a repeatable methodology for architecture planning. I use a structured top-down interview approach with CXOs and heads of departments to obtain their current state and future state. I ask for pressure points, capital constraints, department inefficiencies, and what they do well. I then perform a Gap analysis to devise improvements to close the gaps from all stakeholders. I think of it as assembling a puzzle. Filling in the gaps with processes or technology to achieve the future business vision. This clarifies the architecture path.
I'm glad you find these presentations helpful.
Leveraging the TOGAF framework helps me develop a repeatable methodology for architecture planning. I use a structured top-down interview approach with CXOs and heads of departments to obtain their current state and future state. I ask for pressure points, capital constraints, department inefficiencies, and what they do well. I then perform a Gap analysis to devise improvements to close the gaps from all stakeholders. I think of it as assembling a puzzle. Filling in the gaps with processes or technology to achieve the future business vision. This clarifies the architecture path.
Structured interviews, gap analysis, and the puzzle analogy showcase your effective methodology. Well done!