The TOGAF? Superior Architecture Explained

The TOGAF? Superior Architecture Explained

?I recently facilitated a course on the latest TOGAF? Standard (TOGAF 10th Edition) and in the course, there was a discussion on something called the “superior architecture.”? We had some good discussions on what exactly superior architecture is.

According to the TOGAF EA Body of Knowledge, the definition of the superior architecture is:

“Superior architecture is an architecture that constrains, guides, and directs the population of the EA Landscape within the scope of the Request for Architecture Work. Architecture to Support Strategy is the superior architecture for Architecture to Support Portfolio. Architecture to Support Portfolio is the superior architecture for the Architecture Project. The Architecture Project is the superior architecture for Architecture to Support Solution Delivery.”

?The superior architecture acts as a guide and highlights the constraints to current architecture development. The superior architecture may not perfectly align to the detail, breadth, time horizon, and recency. Further, the superior architecture may be in some mixture of current, transition, and target state.

?In this article, we will focus on the purpose capabilities (see Fig. 1)

The Architecture Development Methodology (ADM) provides a path for developing the architecture. Specifically, the path to developing the architecture to support strategy includes:

• Understand context – evaluate capabilities
• Perform assessment and analysis
• Define approach to target state
• Finalize architecture vision/target state

The processes iterate through the ADM to deliver an architecture that clarifies a target architecture roadmap of change over a 3 to 10-year period. This roadmap identifies change initiatives and support portfolio and programs (governing the execution of strategy via portfolio and programs).

?The path to developing an architecture to support portfolio includes:

• Group work packages to themes
• Balance opportunity and viability
• Run up to budget
• Drive delivery confidence

The processes iterate through the ADM to deliver an architecture that refers to a single portfolio.? The purpose (and boundary) of the portfolio is derived from the superior architecture. It is here where you identify projects (work packages) that compromise the portfolio. Another important element is governing the execution of projects within the portfolio.

The path to developing an architecture to support projects includes:

• Ascertain dependencies
• Balance options and suppliers
• Finalize scope and budget
• Prepare solution for delivery governance

The processes iterate through the ADM to deliver an architecture that refers to a single project. The boundary and purpose of the project are derived from the superior architecture. The enterprise architect identifies discrete gaps and work packages that have been packaged into a project that delivers measurable value on the architecture roadmap. Architecture for this purpose will create the Architecture Contract. A key use is ensuring value realization of the Implementation Project.

The path to developing an Architecture to Support Solution Delivery includes:

• Align implementers
• Guide delivery
• Realize the solutions

The processes iterate through the ADM to deliver an architecture that facilitates solution delivery. This architecture is used to constrain how the change will be designed and delivered. It will clarify the purpose, gaps, and expected value that constrain all design and implementation. It will provide the controls and architecture requirements used to test conformance. It directly facilitates governance of implementation and operational change in the context of value realization.

What does the enterprise architect need to understand about the budget and business cycle? Figure 2 is a timeline view of the 4 purpose architectures and budget considerations. The budgets are subject to further decision-making.

• Budget Planning identifies what is needed and what new initiatives will be started
• Budget Preparation is typically a top-down and bottom-up activity
• Allocating budgeted funds is a key step in executing change.
• Budget control is the ongoing financial and benefits realization of an Implementation Project

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