Why TOGAF Isn’t Enough: A Case Study In Real Enterprise Architecture
This exploratory Enterprise Architecture case study examines how a large organisation used TOGAF as a starting point but ultimately created a customised enterprise architecture model. It explains which parts of the framework were retained, what was discarded, and how the organisation built an EA practice that delivered real value—offering actionable lessons.
Enterprise architecture (EA) is often seen as a strategic enabler, promising clarity amid complexity and alignment between business and IT. TOGAF, a widely adopted EA framework, aims to provide a blueprint for achieving these objectives. However, this case study reveals the challenges faced when a framework meets the realities of a real organisation.
Key Points
- The case study details a large organisation’s experience in implementing TOGAF as their EA framework.
- It highlights a significant divergence between the theoretical aspects of TOGAF and the practical realities within the organisation.
- The organisation developed its own EA processes and documentation that were more responsive to real-world needs.
- Core components of TOGAF were deemed impractical, leading to a transformation in their EA approach.
- It underscores the importance of adapting frameworks to suit organisational cultures and operational dynamics.
Why should I read this?
This article provides practical insights for CIOs and IT leaders grappling with the gap between strategic IT alignment and operational execution. It illustrates how one organisation successfully navigated the complexities of EE by rethinking its approach to TOGAF, offering valuable lessons for building architecture functions that are not only theoretically sound but also operationally effective. By focusing on adaptability and stakeholder engagement, leaders can enhance the relevance and impact of their enterprise architecture practices.
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