Welcome!

Microservices Expo Authors: Stackify Blog, Aruna Ravichandran, Dalibor Siroky, Kevin Jackson, PagerDuty Blog

Related Topics: Microservices Expo, Java IoT, Containers Expo Blog, Machine Learning , Apache

Microservices Expo: Blog Feed Post

TOGAF 9.1 Released – What Does It Imply?

Here are the simple guidelines

If you are planning to take up TOGAF certification examination, you would definitely want to know how the release of TOGAF 9.1 impacts you. You would want to which version you need to study.

Here is the simple guideline. If you are planning to appear for the exam…

  1. …before June 2012 the you should study TOGAF 9
  2. …between June 2012 and May 2013 then you can study either TOGAF 9 of 9.1
  3. …after June 2013 it is only TOGAF 9.1

In a nutshell, if you have already done most of the studying using TOGAF 9.0 then you have slightly more than a year to clear the exam. However, if you have yet to begin the study you better start with 9.1.

What are the main differences between TOGAF 9 and 9.1?

The Open Group has published a presentation in the form of a PDF which provides an overview of the differences – here is the link.

If you would prefer to have a look at the difference as a two pager then I recommend that you go through this post of Mike Walker.

However, I think the biggest difference between the two is how the objectives of each of the ADM phase are written. The latest version seems to be significant improvement. This is also the most important change for those of you who want to appear for the foundation level exam.

You may also need to go through Phase E and F more carefully as they have been reworked.

Comparison of ADM Objectives – TOGAF 9 vs. TOGAF 9.1

Phase Objective as per TOGAF 9 Objective as per TOGAF 9.1
Preliminary
  • To review the organizational context for conducting enterprise architecture
  • To identify the sponsor stakeholder(s) and other major stakeholders impacted by the business directive to create an enterprise architecture and determine their requirements and priorities from the enterprise, their relationships with the enterprise, and required working behaviors with each other
  • To ensure that everyone who will be involved in, or benefit from, this approach is committed to the success of the architectural process
  • To enable the architecture sponsor to create requirements for work across the affected business areas
  • To identify and scope the elements of the enterprise organizations affected by the business directive and define the constraints and assumptions (particularly in a federated architecture environment)
  • To define the ‘‘architecture footprint’’ for the organization — the people responsible for performing architecture work, where they are located, and their responsibilities
  • To define the framework and detailed methodologies that are going to be used to develop enterprise architectures in the organization concerned (typically, an adaptation of the generic ADM)
  • To confirm a governance and support framework that will provide business process and resources for architecture governance through the ADM cycle; these will confirm the fitness-for-purpose of the Target Architecture and measure its ongoing effectiveness (normally includes a pilot project)
  • To select and implement supporting tools and other infrastructure to support the architecture activity
  • To define the architecture principles that will form part of the constraints on any architecture work
  1. Determine the Architecture Capability desired by the organization:
    • Review the organizational context for conducting enterprise architecture
    • Identify and scope the elements of the enterprise organizations affected by the Architecture Capability
    • Identify the established frameworks, methods, and processes that intersect with the Architecture Capability
    • Establish Capability Maturity target
  2. Establish the Architecture Capability:
    • Define and establish the Organizational Model for Enterprise Architecture
    • Define and establish the detailed process and resources for architecture governance
    • Select and implement tools that support the Architecture Capability
    • Define the Architecture Principles
Phase A
  • To ensure that this evolution of the architecture development cycle has proper recognition and endorsement from the corporate management of the enterprise, and the support and commitment of the necessary line management
  • To define and organize an architecture development cycle within the overall context of the architecture framework, as established in the Preliminary phase
  • To validate the business principles, business goals, and strategic business drivers of the organization and the enterprise architecture Key Performance Indicators (KPIs)
  • To define the scope of, and to identify and prioritize the components of, the Baseline Architecture effort
  • To define the relevant stakeholders, and their concerns and objectives
  • To define the key business requirements to be addressed in this architecture effort, and the constraints that must be dealt with
  • To articulate an Architecture Vision and formalize the value proposition that demonstrates a response to those requirements and constraints
  • To create a comprehensive plan that addresses scheduling, resourcing, financing, communication, risks, constraints, assumptions, and dependencies, in line with the project management frameworks adopted by the enterprise (such as PRINCE2 or PMBOK)
  • To secure formal approval to proceed
  • To understand the impact on, and of, other enterprise architecture development cycles ongoing in parallel
  1. Develop a high-level aspirational vision of the capabilities and business value to be delivered as a result of the proposed enterprise architecture
  2. Obtain approval for a Statement of Architecture Work that defines a program of works to develop and deploy the architecture outlined in the Architecture Vision

 

Phase B
  • To describe the Baseline Business Architecture
  • To develop a Target Business Architecture, describing the product and/or service strategy, and the organizational, functional, process, information, and geographic aspects of the business environment, based on the business principles, business goals, and strategic drivers
  • To analyze the gaps between the Baseline and Target Business Architectures
  • To select and develop the relevant architecture viewpoints that will enable the architect to demonstrate how the stakeholder concerns are addressed in the Business Architecture
  • To select the relevant tools and techniques to be used in association with the selected viewpoints
  1. Develop the Target Business Architecture that describes how the enterprise needs to operate to achieve the business goals, and respond to the strategic drivers set out in the Architecture Vision, in a way that addresses the Request for Architecture Work and stakeholder concerns
  2. Identify candidate Architecture Roadmap components based upon gaps between the Baseline and Target Business Architectures

 

Phase C The objective of Phase C is to develop Target Architectures covering either or both (depending on project scope) of the data and application systems domains.Information Systems Architecture focuses on identifying and defining the applications and data considerations that support an enterprise’s Business Architecture; for example, by defining views that relate to information, knowledge, application services, etc.
  1. Develop the Target Information Systems (Data and Application) Architecture, describing how the enterprise’s Information Systems Architecture will enable the Business Architecture and the Architecture Vision, in a way that addresses the Request for Architecture Work and stakeholder concerns
  2. Identify candidate Architecture Roadmap components based upon gaps between the Baseline and Target Information Systems (Data and Application) Architectures

 

Phase D The Technology Architecture phase seeks to map application components defined in the Application Architecture phase into a set of technology components, which represent software and hardware components, available from the market or configured within the organization into technology platforms.As Technology Architecture defines the physical realization of an architectural solution, it has strong links to implementation and migration planning.Technology Architecture will define baseline (i.e., current) and target views of the technology portfolio, detailing the roadmap towards the Target Architecture, and to identify key work packages in the roadmap. Technology Architecture completes the set of architectural information and therefore supports cost assessment for particular migration scenarios.

 

 

  1. Develop the Target Technology Architecture that enables the logical and physical application and data components and the Architecture Vision, addressing the Request for Architecture Work and stakeholder concerns
  2. Identify candidate Architecture Roadmap components based upon gaps between the Baseline and Target Technology Architectures

 

Phase E
  • To review the target business objectives and capabilities, consolidate the gaps from Phases B to D, and then organize groups of building blocks to address these capabilities
  • To review and confirm the enterprise’s current parameters for and ability to absorb change
  • To derive a series of Transition Architectures that deliver continuous business value (e.g., capability increments) through the exploitation of opportunities to realize the building blocks
  • To generate and gain consensus on an outline Implementation and Migration Strategy
  1. Generate the initial complete version of the Architecture Roadmap, based upon the gap analysis and candidate Architecture Roadmap components from Phases B, C, and D
  2. Deter mine whether an incremental approach is required, and if so identify Transition Architectures that will deliver continuous business value

 

Phase F
  • To ensure that the Implementation and Migration Plan is coordinated with the various management frameworks in use within the enterprise
  • To prioritize all work packages, projects, and building blocks by assigning business value to each and conducting a cost/business analysis
  • To finalize the Architecture Vision and Architecture Definition Documents, in line with the agreed implementation approach
  • To confirm the Transition Architectures defined in Phase E with relevant stakeholders
  • To create, evolve, and monitor the detailed Implementation and Migration Plan providing necessary resources to enable the realization of the Transition Architectures, as defined in Phase E
  1. Finalize the Architecture Roadmap and the supporting Implementation and Migration Plan
  2. Ensure that the Implementation and Migration Plan is coordinated with the enterprise’s approach to managing and implementing change in the enterprise’s overall change portfolio
  3. Ensure that the business value and cost of work packages and Transition Architectures is understood by key stakeholders

 

Phase G
  • To formulate recommendations for each implementation project
  • To govern and manage an Architecture Contract covering the overall implementation and deployment process
  • To perform appropriate governance functions while the solution is being implemented and deployed
  • To ensure conformance with the defined architecture by implementation projects and other projects
  • To ensure that the program of solutions is deployed successfully, as a planned program of work
  • To ensure conformance of the deployed solution with the Target Architecture
  • To mobilize supporting operations that will underpin the future working lifetime of the deployed solution
  1. Ensure conformance with the Target Architecture by implementation projects
  2. Perform appropriate Architecture Governance functions for the solution and any implementation-driven architecture Change Requests

 

Phase H
  • To ensure that baseline architectures continue to be fit-for-purpose
  • To assess the performance of the architecture and make recommendations for change
  • To assess changes to the framework and principles set up in previous phases
  • To establish an architecture change management process for the new enterprise architecture baseline that is achieved with completion of Phase G
  • To maximize the business value from the architecture and ongoing operations
  • To operate the Governance Framework
  1. Ensure that the architecture lifecycle is maintained
  2. Ensure that the Architecture Governance Framework is executed
  3. Ensure that the enterprise Architecture Capability meets current requirements

 

Here are the links to the material from The Open Group

More Stories By Udayan Banerjee

Udayan Banerjee is CTO at NIIT Technologies Ltd, an IT industry veteran with more than 30 years' experience. He blogs at http://setandbma.wordpress.com.
The blog focuses on emerging technologies like cloud computing, mobile computing, social media aka web 2.0 etc. It also contains stuff about agile methodology and trends in architecture. It is a world view seen through the lens of a software service provider based out of Bangalore and serving clients across the world. The focus is mostly on...

  • Keep the hype out and project a realistic picture
  • Uncover trends not very apparent
  • Draw conclusion from real life experience
  • Point out fallacy & discrepancy when I see them
  • Talk about trends which I find interesting
Google

@MicroservicesExpo Stories
How is DevOps going within your organization? If you need some help measuring just how well it is going, we have prepared a list of some key DevOps metrics to track. These metrics can help you understand how your team is doing over time. The word DevOps means different things to different people. Some say it a culture and every vendor in the industry claims that their tools help with DevOps. Depending on how you define DevOps, some of these metrics may matter more or less to you and your team.
For many of us laboring in the fields of digital transformation, 2017 was a year of high-intensity work and high-reward achievement. So we’re looking forward to a little breather over the end-of-year holiday season. But we’re going to have to get right back on the Continuous Delivery bullet train in 2018. Markets move too fast and customer expectations elevate too precipitously for businesses to rest on their laurels. Here’s a DevOps “to-do list” for 2018 that should be priorities for anyone w...
If testing environments are constantly unavailable and affected by outages, release timelines will be affected. You can use three metrics to measure stability events for specific environments and plan around events that will affect your critical path to release.
In a recent post, titled “10 Surprising Facts About Cloud Computing and What It Really Is”, Zac Johnson highlighted some interesting facts about cloud computing in the SMB marketplace: Cloud Computing is up to 40 times more cost-effective for an SMB, compared to running its own IT system. 94% of SMBs have experienced security benefits in the cloud that they didn’t have with their on-premises service
DevOps failure is a touchy subject with some, because DevOps is typically perceived as a way to avoid failure. As a result, when you fail in a DevOps practice, the situation can seem almost hopeless. However, just as a fail-fast business approach, or the “fail and adjust sooner” methodology of Agile often proves, DevOps failures are actually a step in the right direction. They’re the first step toward learning from failures and turning your DevOps practice into one that will lead you toward even...
DevOps is under attack because developers don’t want to mess with infrastructure. They will happily own their code into production, but want to use platforms instead of raw automation. That’s changing the landscape that we understand as DevOps with both architecture concepts (CloudNative) and process redefinition (SRE). Rob Hirschfeld’s recent work in Kubernetes operations has led to the conclusion that containers and related platforms have changed the way we should be thinking about DevOps and...
The goal of Microservices is to improve software delivery speed and increase system safety as scale increases. Microservices being modular these are faster to change and enables an evolutionary architecture where systems can change, as the business needs change. Microservices can scale elastically and by being service oriented can enable APIs natively. Microservices also reduce implementation and release cycle time and enables continuous delivery. This paper provides a logical overview of the Mi...
While walking around the office I happened upon a relatively new employee dragging emails from his inbox into folders. I asked why and was told, “I’m just answering emails and getting stuff off my desk.” An empty inbox may be emotionally satisfying to look at, but in practice, you should never do it. Here’s why. I recently wrote a piece arguing that from a mathematical perspective, Messy Desks Are Perfectly Optimized. While it validated the genius of my friends with messy desks, it also gener...
The next XaaS is CICDaaS. Why? Because CICD saves developers a huge amount of time. CD is an especially great option for projects that require multiple and frequent contributions to be integrated. But… securing CICD best practices is an emerging, essential, yet little understood practice for DevOps teams and their Cloud Service Providers. The only way to get CICD to work in a highly secure environment takes collaboration, patience and persistence. Building CICD in the cloud requires rigorous ar...
The enterprise data storage marketplace is poised to become a battlefield. No longer the quiet backwater of cloud computing services, the focus of this global transition is now going from compute to storage. An overview of recent storage market history is needed to understand why this transition is important. Before 2007 and the birth of the cloud computing market we are witnessing today, the on-premise model hosted in large local data centers dominated enterprise storage. Key marketplace play...
The cloud revolution in enterprises has very clearly crossed the phase of proof-of-concepts into a truly mainstream adoption. One of most popular enterprise-wide initiatives currently going on are “cloud migration” programs of some kind or another. Finding business value for these programs is not hard to fathom – they include hyperelasticity in infrastructure consumption, subscription based models, and agility derived from rapid speed of deployment of applications. These factors will continue to...
Some people are directors, managers, and administrators. Others are disrupters. Eddie Webb (@edwardawebb) is an IT Disrupter for Software Development Platforms at Liberty Mutual and was a presenter at the 2016 All Day DevOps conference. His talk, Organically DevOps: Building Quality and Security into the Software Supply Chain at Liberty Mutual, looked at Liberty Mutual's transformation to Continuous Integration, Continuous Delivery, and DevOps. For a large, heavily regulated industry, this task ...
Following a tradition dating back to 2002 at ZapThink and continuing at Intellyx since 2014, it’s time for Intellyx’s annual predictions for the coming year. If you’re a long-time fan, you know we have a twist to the typical annual prediction post: we actually critique our predictions from the previous year. To make things even more interesting, Charlie and I switch off, judging the other’s predictions. And now that he’s been with Intellyx for more than a year, this Cortex represents my first ...
"Grape Up leverages Cloud Native technologies and helps companies build software using microservices, and work the DevOps agile way. We've been doing digital innovation for the last 12 years," explained Daniel Heckman, of Grape Up in this SYS-CON.tv interview at 21st Cloud Expo, held Oct 31 – Nov 2, 2017, at the Santa Clara Convention Center in Santa Clara, CA.
The Toyota Production System, a world-renowned production system is based on the "complete elimination of all waste". The "Toyota Way", grounded on continuous improvement dates to the 1860s. The methodology is widely proven to be successful yet there are still industries within and tangential to manufacturing struggling to adopt its core principles: Jidoka: a process should stop when an issue is identified prevents releasing defective products
We seem to run this cycle with every new technology that comes along. A good idea with practical applications is born, then both marketers and over-excited users start to declare it is the solution for all or our problems. Compliments of Gartner, we know it generally as “The Hype Cycle”, but each iteration is a little different. 2018’s flavor will be serverless computing, and by 2018, I mean starting now, but going most of next year, you’ll be sick of it. We are already seeing people write such...
Defining the term ‘monitoring’ is a difficult task considering the performance space has evolved significantly over the years. Lately, there has been a shift in the monitoring world, sparking a healthy debate regarding the definition and purpose of monitoring, through which a new term has emerged: observability. Some of that debate can be found in blogs by Charity Majors and Cindy Sridharan.
It’s “time to move on from DevOps and continuous delivery.” This was the provocative title of a recent article in ZDNet, in which Kelsey Hightower, staff developer advocate at Google Cloud Platform, suggested that “software shops should have put these concepts into action years ago.” Reading articles like this or listening to talks at most DevOps conferences might make you think that we’re entering a post-DevOps world. But vast numbers of organizations still struggle to start and drive transfo...
Let's do a visualization exercise. Imagine it's December 31, 2018, and you're ringing in the New Year with your friends and family. You think back on everything that you accomplished in the last year: your company's revenue is through the roof thanks to the success of your product, and you were promoted to Lead Developer. 2019 is poised to be an even bigger year for your company because you have the tools and insight to scale as quickly as demand requires. You're a happy human, and it's not just...
"Opsani helps the enterprise adopt containers, help them move their infrastructure into this modern world of DevOps, accelerate the delivery of new features into production, and really get them going on the container path," explained Ross Schibler, CEO of Opsani, and Peter Nickolov, CTO of Opsani, in this SYS-CON.tv interview at DevOps Summit at 21st Cloud Expo, held Oct 31 – Nov 2, 2017, at the Santa Clara Convention Center in Santa Clara, CA.