Beruflich Dokumente
Kultur Dokumente
Move to Modular
Instead of the TOGAF Standard being a monolithic 650-page document, the Open Group
has moved to start breaking out parts of the standard into other documents.
Core specification document reduced to 500-pages.
Support by a set of TOGAF Series Guides.
For Example, the TRM (technical reference model) is now defined in a series guide and
not part of the core specifiation.
Why?
Removing some things from the specification that maybe didn’t belong there
Optional things, examples
Breaking the document up is easier to change
Removing TRM (Technical Reference Model) and III-RM and putting them into their own
document.
One of the foundational concept of TOGAF is that a standard set of terms (a standard
language for communication) is a key a successful enterprise architecture capability.
If everyone knows what it means, it’s easier to talk about it, Less confusion.
More terms have been added to the definition.
Adding terms from the international standard ISO/IEC/IEEE 42010 : 2011.
4. Content Metamodel
The TOGAF content metamodel has been expanded.
There are new entities on the diagram, revised entities, and new relationships between the
entities.
Location is now a global Entitiy.
B. Structure of TOGAF 9.2
The structure of this document reflects the structure and content of an Architecture Capability
within an enterprise, as shown in Figure 1-1 .
(Introduction) This part provides a high-level introduction to the key concepts of Enterprise
Architecture and in particular the TOGAF approach. It contains the definitions of terms used
throughout this standard.
PART II
(Architecture Development Method) This part is the core of the TOGAF framework. It describes
the TOGAF Architecture Development Method (ADM) - a step-by-step approach to developing
an Enterprise Architecture.
PART III
(ADM Guidelines & Techniques) This part contains a collection of guidelines and techniques
available for use in applying the TOGAF approach and the TOGAF ADM. Additional guidelines
and techniques are available in the TOGAF Library.
PART IV
(Architecture Content Framework) This part describes the TOGAF content framework, including
a structured metamodel for architectural artifacts, the use of re-usable Architecture Building
Blocks (ABBs), and an overview of typical architecture deliverables.
PART V
(Enterprise Continuum & Tools) This part discusses appropriate taxonomies and tools to
categorize and store the outputs of architecture activity within an enterprise.
PART VI
(Architecture Capability Framework) This part discusses the organization, processes, skills, roles,
and responsibilities required to establish and operate an architecture function within an enterprise.
The intention of dividing the TOGAF standard into these independent parts is to allow for different
areas of specialization to be considered in detail and potentially addressed in isolation. Although
all parts work together as a whole, it is also feasible to select particular parts for adoption while
excluding others. For example, an organization may wish to adopt the ADM process, but elect not
to use any of the materials relating to Architecture Capability.
Organizations that are new to the TOGAF approach and wish to incrementally adopt TOGAF
concepts are expected to focus on particular parts of the specification for initial adoption, with
other areas tabled for later consideration
Organizations that have already deployed architecture frameworks may choose to merge these
frameworks with aspects of the TOGAF standard.
Today's CEOs know that the effective management and exploitation of information and Digital
Transformation are key factors to business success, and indispensable means to achieving
competitive advantage. An Enterprise Architecture addresses this need, by providing a strategic
context for the evolution and reach of digital capability in response to the constantly changing
needs of the business environment.
For example, the rapid development of social media, Internet of Things, and cloud computing has
radically extended the capacity of the enterprise to create new market opportunities.
Furthermore, a good Enterprise Architecture enables you to achieve the right balance between
business transformation and continuous operational efficiency. It allows individual business units
to innovate safely in their pursuit of evolving business goals and competitive advantage. At the
same time, the Enterprise Architecture enables the needs of the organization to be met with an
integrated strategy which permits the closest possible synergies across the enterprise and beyond.