Why TOGAF Isn’t Enough: A Case Study In Real Enterprise Architecture
Summary
This exploratory Enterprise Architecture case study investigates how a large organisation employed TOGAF as a foundation, yet ultimately developed a customised enterprise architecture model. It delves into which components of the framework were retained, abandoned, and how the organisation forged an EA practice that delivered real value, offering practical lessons for others.
Enterprise architecture (EA) is often seen as a strategic enabler, promising clarity in complexity and the alignment of business with IT. TOGAF has gained recognition as a leading EA framework, but this study reveals its limitations when faced with the complexities of real-world implementation.
The organisation adopted TOGAF officially, achieving widespread certification among architecture staff and executive support. However, it became clear that the rigid elements of TOGAF were impractical for the institution’s operational dynamics, leading to an evolved architecture practice that favoured collaboration and responsiveness over adherence to the framework’s strict guidelines.
Key Points
- Despite formally using TOGAF, the organisation frequently deviated from its methodologies, discarding much of the framework.
- The Architecture Development Method (ADM) was found to be impractical, leading to a shift towards a more adaptable architecture practice.
- The organisation created tailored deliverables like roadmaps and capability models that aligned better with their operational needs.
- Stakeholder engagement roles facilitated a smoother integration of EA into decision-making processes.
- The case illustrates a broader trend where formal frameworks struggle to address the complexities of operational reality in enterprise architecture.
Why should I read this?
This article is crucial for CIOs and IT leaders as it highlights the disconnect between theoretical frameworks and their practical application in complex environments. By examining a real case study, it provides valuable insights into how to navigate enterprise architecture more effectively, focusing on adaptability and stakeholder-driven practices rather than rigid adherence to traditional models. It encourages leaders to reassess the relevance of established frameworks like TOGAF in the context of their unique organisational cultures and operational challenges.