 Great pleasure to welcome one welcome one of my colleagues on stage Sonya Okay Not ideal timing for the injury Okay over to you Okay, thank you everyone. I'm glad to be here in this plenary a lot of you are new to the open group conferences So I'm glad that and I hope you receive a lot this week from us Like Steve was saying we're going to talk a little bit about the new version of the talk of standard But not only what it's new in the stand up mostly what we are Considering in the future of the standard and the evolution of the standard We have been listening since yesterday and also in the conversation that we have with Dave Right now about the digital trends about the digital challenges So our standards being to go one of them need to be ready to address that so my Presentation today with me mostly addressing that so I will start first with this Thought that for me it's very interesting that it's not the strongest fishy the one that it will make it But the one that is more adaptable to the environment the one that will be surprised This is a little agenda First we want to talk a little bit about operational transformation and innovation how need to be prepared for that best practices and open Standards about that on the list of view I'm going to refer to the practice not only the standard Then enterprise architecture of digital transformation I jail how to deliver an agile EA and then we're going into a talk of standard What's new in the 9.2 version and especially what's in the evolution of the standard? Which is I will say the main point then some wrap up and then some Q&A Organizational transformation I guess like again like yesterday. We had excellent presentations about digital All of us now we have now disrupt the business model We are changing the way we communicate the way we share information we have new paradigms now and innovations and telecommunications and social learning and mobile automation and Social learning interfacial intelligence now the way that we need to prepare our companies to really to face that It's completely different. It's not like in the old ways in which we have a set of requirements And we'll build the systems now. It's completely different now building the system is not exactly only and Inside out the most in-outside in perspective considering what it is in our necosystem And how that ecosystem is related and wired together We have that, you know technology trends and we have now artificial intelligence Which is one of the trends that we saw higher in the slider and that we show at the beginning We have robotics. We have drones We have new business models now like Netflix, Uber, Amazon and some models that are radically changed the way That we do business and the way where organizations should evolve We have now new mobility to social media the way we do marketing is completely different now I guess like the ones of you that have teenagers or very young Sons or daughter have realized that now kids all the time in blogs and social media Some of them are becoming influencers, which is a different way to do marketing now So like you you see this is completely different the way that we do business a few years ago So what about our companies? I mean we have on one side all these new trends all these new challenges and on the other hand We have the day-to-day things to deal with we have all this complexity All these systems and depending on the industry you are in it could be legacy systems Some of them which are connected point-to-point believe it or not. There's still system. There are a following that path So this is the challenge. What can I do to transform our organization but continue in my day today operation? Because it's not like going to throw away whatever I have and start feeling you I need to take what I have and be able to transform that and that's not easy. That's a big challenge So what it's key here is to understand what I have I cannot change the things that I don't know and one of the principles about enterprise architecture is address complexity and change if I have a small cabin in the beach I don't have to do architecture for that because it's very simple and it's not changing But if I'm in a big city like New York or having a big building In that case I need to be aware that I need to architect that because I need to change it and it's complex and the same Happened with companies. So whatever industry you are you need to be aware of which capabilities do you have? Which one are your strategic? I'm going to share them Now how I'm going to connect that with all the ecosystem that we have how I'm going to live with my partners my Competitor my customers how to address this customer journey, which is changing completely the way business are made and wired What about this best practices how enterprise architect you can Can support this and can provide this build and we can have different flavors for finding work about enterprise architecture You will see a traditional building in the left side, which is the way that perhaps we did Architecture a few years ago. Okay. I have the business in here how the processes have certain capabilities I have information which is pervasive in all the different layers have applications. I have systems I need to connect all that and also be aware to be aligned with the strategy now I still have all that but in a more complex Fashion like you will see in the rice and which is like more moderate with a different view perhaps It will be to change easier It will have more exposure for the end customer and it to be aware that this new building have different and more complex entities into that So making this comparison we can say okay in the old days I used to have my own architecture and sometimes I will need to take certain aspects from the outside Now that's completely different. We have now the customer journey Which is the first point in which my customer is interacting with me It's not anymore that my customer is getting into my business or even using an internet page That's was a few days a few years ago now Let's completely different the customer can interact with me through the through an application on the mobile the iPad I'm not even the computer. It's know the applications. There are in all mobile devices Which is completely different. We need to be aware that we need to be connecting all this change all this Ecosystem change so my mistletoe will help visibility You know we are now you book a flight and immediately you start receiving all the promotion through email saying okay You're going to Singapore so take advantage of this new restaurant this rent this car all of that is coming to us because Business are connected and if you are not into that connection you are lost and you are out of business So we need to be able to understand this multi-channel connection points Our business models our product and services Are completely different now. They had to be digitized. They had to be Considered differently. We need to address customer need differently in terms of information We need to be aware how to profile my customer for example this person's traveled a lot So I'm constantly sending this person information about flights hotels car rental, etc This person is not traveling that much but likes to eat in fancy restaurants So I'm sending this person information about restaurants this person like to dress up So I'm sending information about fashion about the latest styles in fashion So that's the way that we need to provide information to our customers. So profiling our customer and Understanding the need of my customer is even more important now. That's where data is pervasive It should be interoperable not only in my system, but also in the outside systems Of course business capabilities processes services. They are still there They are connecting everything but need to be connected differently now It's not only connecting my processes most of my applications or processes might be in the cloud or an external service So I need to be aware of those service levels I need to be aware how these different pieces my provider my customers my partners are interacting So it became more complex to provide all this integration. We have app is everywhere now We have different architectural styles. We have now a Microservice architecture. We have adaptable architecture. We have EA Artificial intelligence. We have blockchain who have all these different pieces then are becoming different building blocks Like we speak in architecture to be connected differently So we need to address this complexity So at the end of the day even though the shape of my business is different the shape of my applications and my Landscape is different I still need to understand that so it's not about changing where EA is Going for the traditional quoting definition of enterprise architecture Which is the component the description of the different components on my system how they are Interconnected to change them and to become they're more flexible at the end of the day is the same I mean we still have these different components But they are even more complex today because they are distributed because I My service level not only depends on me depends also my providers on my partners So it's even more complicated So they need to have this clear landscape of what I have this holistic systemic view It's even more important now that it used to be in the quoting again all days So at the end of the day the practice is there It's just perhaps they need to use it differently and I'm going to explain what it could be differently in a few slides And again, it's not only about technology. It's not only going for the latest trend Agile DevOps save for frameworks practices. It's not okay. This is fashion. Everybody's talking about that. Let's Go ahead and use it. It's not like that. You need to address your business You need to know where you are you need to know your market You need to know your culture at the end of the day is not only technology is your business Is your culture is your people for example in a bank? Banks usually have in my view two different layers big layers one of them is the usual legacy system Which you have still mainframes which are very good for big trans transaction processing You have all these systems some of them are legacy it could be a mixture of internal development there still is there and application That banks have been acquiring over time and all of them are warring connected with a certain level of complexity This kind of layers change less Because they are not so visible to the end customer However, they are vital imagine not being able to to check your transaction in your car your credit card Even though you're having the face the fancy smartphone if transaction are not okay, you will be scared I mean, what is this? I mean this I didn't made this transaction is because the legacy system is failing So this is key, but it's more tightly couple is not like So visible to the end customer. So perhaps the way I have to architect this is a little bit different But it will go into the upper layer and we have all these multi-channel environment in which I have my banking in the Pull of my hand through my mobile in which I can connect through the phone and that's for for for an Movement that I have me in my car I am in in my what's up and I receive a message a transaction. This has been made into your account This is the upper layer that one has more visibility Customers looking at that all the time. It should be more interconnected. So it should be more dynamic Why are differently microservices loose couple styles of architecture and interconnections because it's visible and is flexible So we need to have some times two different kind of approaches even into the same company to address this Not to mention all the regulatory and compliance the banks need to face Same situation is in government. You have some some some information that is sensitive in governments That is obvious subject to roll to rules and to legislation and you have the other layer in which you need to Provide services to the customer to the citizenship using something that is quickly and that is accessible to them So that's the thing. So at the end what we need to do is to be able to understand this your situation How the different teams of architects should work together and engage together Some of them may be working in a more quoting again all fashion way But the other ones the ones that are facing the customer should be more agile So that's the way in which different styles of a framework or a practice should change And this I think this is not only applicable to enterprise architecture But in general the way that you handle your business should be aware of that So again coming back to the to the liar of the juice. We saw a few minutes ago We still need to have a way to deliver EA but when you are facing the facing the customer We need to have a more agile EA approach to respond faster So for example, okay I have a new application that it's allowing my my customer to watch immediately a Transaction in the credit card and that application is failing right now. Okay, you need to fix it in hours It's not even in days. So that's an agile way to deliver If it's something that is more internal It could be a little bit more like in the background But if you are in the open late, you need to be more agile You still need to deliver this incremental architecture, which is a concept that we all know the ones there are Architects in here. It's a concept enterprise architecture to deliver value incrementally in shorter cycles address complex management like I just mentioned it's even more needed now To adopt reference models, which is another key thing I mean one of the principles about being agile is being able to reuse have technical excellence and reference models a very good way to reuse and Also to interoperate if you're using a reference model for example again for banking or for retail industry or for data Those reusable components are also supporting interoperability and making it easier for you to share with other partners or customers lose coupling It's now it has been a design partner for years now We have microservices and we have other kind of architectural styles and patterns that are supporting all this and I'll help you be Faster in the way you are responding to to the new challenges and in your way to the real value Incrementally and third parties are now key So you need to be able to understand and communicate with your partners with your customers with your suppliers And and so the use of open standard it becomes even more and more relevant because if you are it's like speaking a language I mean if you have a person to speak Chinese and they want to speak Spanish We'll be impossible for them to communicate But if both of them are using a protocol in English in the middle, which is an analogy of an open standard then It will be easier to communicate. So that's even more important now Okay, what about enterprise of a third tone and digital transformation We have been listening about digital transformation in the printers yesterday and also in the conversation We have earlier with Dave and digital transformation is just beyond just having New technical styles in the company or new technologies it starts with the strategy. I Have taken this slide from one of our members and sponsored today this design They have a very good paper, which is that the adaptive enterprise and they talk about how you have disruptive Look to address this disrupting new business models, which are in the market, but you need to rationalize that into your business I mean, it's not because of some fashion I need to figure out this is going to be helpful for me a more organization you need to make kind of risk assessment and the impact assessment which is something like sometimes and there's a straight-up between being agile and and being Careful about risks and about not taking so many chances to go in the pitfall So that's something that we need to keep in balance And on the other hand when you have understood all your risks and all your impact assessment You go and you create this business roadmap to transfer to your organization If you you see that you need to generate for these ideas About how to address these new trends in here You can use any of the frameworks and in methodologies there are now for innovation being one of them design thinking For example, which is very used right now Then in terms of development you can start about using agile devos lean whatever other methodologies that are now In the market and and then at the end you start delivering using for example an agile approach And for delivering your solutions But at the end of the day what you have in the top is the need to understand your holistic picture your systemic view And what do you have in your organization? Coming back to agile again. I just can be understood in different ways this slide was taken from one of our presentations in in Ottawa and And it was about agile using a practical case study. You can have agile to develop and deliver EA Just something that we're going to to I'm going to present a few ideas in a few slides You can also use our EA to define an agile approach and to support your agile sprints into the organization To provide them some direction to provide some them some this holistic view on a strategic alignment avoid them Okay, it's fine to deliver value quickly But that value really needs to be aligned for the strategic view of the organization and need to be addressing all the risk And all the impact you can also use it to Help an organization to become agile, which is a completely different thing Because one thing is to apply the practice for a particular sprint or project or approach And the other is helping your whole organization to become agile Which is even more difficult because it's not completely on your control You can more or less control your EA team and engage that with the sprints and with the agile teams But it's more difficult when you have to take your whole organization And start doing to make it a bit more agile. So that's there are different views and different ways to apply that First of all, if you're going to be have an agile EA You need to build an EA capability, which is more agile and it's not that you're going to change the practice It's just the way you use it This is being taken from It's on the world In the world class papers that we have at the open group and also in the leaders guys Which is one of the talk of serious kite that I'm going to explain at the end of my presentation Here you will see a Capability map for your EA practice started for the general capabilities to the ones that are more into the purpose Architect of the liberal strategy portfolio projects on solution delivery and that's the one that are foundational In all the different levels you need to change the approach if you really want to be agile That means for example having an in EA agile toolkit the proper tooling The reports repository may be need to be constructed differently. You need to prepare your a EA team to become more agile being able to talk with solution delivery team Which is something that we have still have this struggling between Architects and solution delivery people we need you need to close that gap You need to be ready to provide value incrementally to provide more agile incremental architectures Trying to pair them with some a spring delivery, which is not easy I mean it's a change in approach that it's completely able to be done But you need to be aware that you need to do that you need to plan for that You need to start thinking about avoiding dropping this big plan and Starting with will be called NBA which is minimal viable architecture Just architect the minimum a big pragmatic You still need to have your strategic view, of course you have your strategic view You define. What are you going to do? Defining a good scope and then you finally provide only the necessary detail There are different views on flavors in here. This is not presentation about agile However, you need to be aware that this is one of the things I mean one of the more common Senses like a the issue with enterprise architecture is like it is to be it takes a lot of time And it becomes out of date very quickly that that is true But it depends how you do it the kind of tooling you are using and now you have this new Trends about also agile modeling if you're using patterns if you're using reference architectures in your architecting just the minimum That issue becomes less. So again, it depends. How are you using the different practices? Enterprise agility that's the other dimension of this how enterprise architect you can be used Along with an agile approach to deliver this This presentation. This is like was taken from one presentation from our Peru regional event a few weeks ago And which is was delivered by by connexium We have five dimension at least to consider about your organization becoming agile one of them is being alert for that having this complete landscape having this strategic view and Also paying attention what's going on around you. It's crucial and it's vital and it's what you do If you start doing for example taking for example the tug-of-standard in your preliminary and your vision phases Which would start understanding your context on the other hand you have you need to have the proper information to take decisions So one of the phases of the ADM going again to the tug-of-standard is how to how this knowledge and information Ready to take that decisions you need to be quickly in decision-taking and in order to do that You don't understand your landscape and you don't do a proper impact assessment. Then you will have a pitfall at the end Being able to change quickly again You need to have this Complete view and all your capabilities how they are connected in order to really be able to change them and again Flexibility one of the things that again you need to address while doing enterprise architecture is complexity and change You need to be flexible to change and have this complete Landscape and these views will help you be flexible and accept changes in an easier way And in here again, that's a change of shift of power I didn't with the change management that we usually have when we apply enterprise architecture If you apply governance and in change management in your EA practice, you need to stop having this Impression of being the auditor there is a reading the development. You need to be Working with the teams for this to really be flexible and to be really providing value So if you can you can have this mapping, this is my Personal point of view and how you can make some we have the agile manifesto and we have a set of EA principles That you are the ones that you usually put together and your preliminary phase. This is the Like most of you know the Togaf ADM So one of the things that the agile manifesto says and like we need to satisfy the customer through continuous delivery of value and You need to welcome change all the way in the project. It doesn't matter if there is at the beginning of it is at the end So no one is saying that you cannot do that using enterprise architecture or in particular using Togaf ADM Which is one of the EA frameworks when you are making the preliminary phase or your vision phase You are trying to understand your company and which one are your stakeholder concerns The difference here is like you don't only have to consider Not only your business stakeholder, but also your solutions stakeholders, which is at the end of the day the agile teams You need to work with them and make a single team in order to really support this agile view On the other hand Deliver value incrementally as something that you can do And I think it's a very good chapter about that in the Togaf standard But for some reason it's not so well Perhaps we need to explain it better or provide more guidance Which is how to use the ADM in different architectural styles when using iterations You can use iterations in parallel or in cascade You can relay them and then if you pair that with the backlog that we have in agile Then you have a way to deliver value incrementally following an EA approach So that's another way to to address this agile manifesto again being agile means Having this new team instructor if you have a hierarchy structure in your organization in which Teams have no power Either if you're using EA or Togaf or not It would be very difficult for a team to be agile because if you have to be depending on On decisions taken on the top Then it would be impossible and you will be able to deliver value in two or three weeks Which is usually or less than that the usually Sprint a timing so you need to have this Structure in which you have one team leader what is some power and is handling the team that team should be Allowing to have business people Technical people and their enterprise architects in there in order to really be effective And again these different teams can be working depending on the resources that you have Of course in different iterations at the same time or in iteration that depend to each other And be perfectly mappy mapped with sprints that we have in agile, which is also again We have it again the same deal I mean you map your different iteration that you want that you do in the adm cycle with these agile sprints Again, it is very important to architect just the minimum Some people say okay, it's better to start with a top down Would I know better bottom-up approach then that might be good I mean you take what you have in your design and you make a top assessment on that And you connect your strategy. That's a way to see it But at the end of the day it's just having Just architecting what is really enough and needed depending on your scope and here again And I believe this is true even if you're not using An agile approach with in a focus If you design your sprint with a scope This is to be it would be very difficult to really deliver value quickly considering all the different interconnected pieces So again scope is something that it's key like we know it's key when you make an enterprise architecture iteration So again in here and also you need to ship your mental model about what it means to govern An iteration or a cycle in this case in this case the architect should become A consultant into the agile team If there are certain metrics to address or compliance because sometimes compliance is not only compliance about the architecture itself It could be external compliance standard standards So you need to be to become in this case A consultant in your agile team saying okay We need to be addressing this because otherwise it would be impossible to interconnect with this partner So that's a compliance issue that need to be addressed by the governance It's not like the audience is going to be there auditing you and stopping your progress It's a different view saying we change management Uh We don't have to make the change management at the end change management is something that should be around all the time So you have for example again the adm requirement management in the center of that and you have our hours coming all All over in that means like in every moment it could be a change So you need to be quickly enough to address that change and to measure the impact So that's a different view. It's not like it's not that because it's at the end of the adm cycle You need to make it at the end. It's just a shift in the partnering And again, like I said, you can perfectly match And your capability architects those that want to you they are familiar with the talk of standard We have seen this several times We have there are the strategic architecture, which is the ones that is providing the direction the strategic direction You have the segments which are the different Segments the different part of your company or your business or your approach that you're handling and you go for the capability Architects which are the ones there are usually more details and they're the ones that will be paired or will be into your roadmap So you can match this with the different backlogs that we have in the sprint development and deliver value quickly And what's the value of this usually in your backlog? You start delivering value Incrementally and you are keeping in the value the thing that you cannot address at this moment So if you have this segment and strategic view, it will be easier for you to define priorities in that backlog Okay, this a package for finding a word could be in this sprint This one is strategic is important and it's interconnected with the other So I need to also start delivering that at the same time. So that's something that if you don't have a whole view It would be very difficult to be addressed And again, like I said, we need to Define find different ways to architect this easily Using a reference architecture using microservices Using a different lowly couple styles of pattern for architecture will help you delivery this this architecture description more easily more quickly And avoid having again this big plan this big blueprint in trying to to divide them in smaller pieces That's that's another thing that it's also key if you wanted to take an EA approach through towards supporting your agile efforts This is also taken from another open group publication Which is a digital transformation from the strategy to implementation using group open group standards In here again, you don't only have the enterprise architect to view which is in the top layers You have their architect to support a strategy to support Projects portfolios and solutions in there You will have the sprints and the solution part and you also have the it for it reference architecture in there Do you may see starting the portfolio a requirement to deploy Request to fulfill and the tech to correct in there You also can have your sprints and very important the one that is the tech to correct Which is how you change management should be engaged in all this And of course you apply all these different styles of architecture and open standards Like the sole reference architecture of microservices internet of things Data standards the ones that we usually handle in the open platform Forum and you use them to support also this agility So it's not only that you can use enterprise architectural graph in this but also open standards in general Are supporting this agile view What about digital transformation? I mean I think in here I think the composition that we have earlier. It's illustrating this. It's not about Um Technologies about your business you need to have a start teaching a digital strategy Not only Go all the way and have the digital architecture architect for digital And you need to have your strategy that should be connected with your general strategy You need to be aware again Which of these trends are really affecting my business and how they are being affected So you have your digital strategy You make your digital transformation in here have taking also the dp book Which is one of our snapshots, which is the digital is the radical fundamental change For undergraduate organization to become digital So radical change means that it's not only go and change short technology This change your people The way you see your customer the way you interact with your customer And you where you interconnect your different pieces together That's the way that you make what you do it digital And of course you need to measure how effective you are if you're not measuring that it would be very difficult And you have enterprise architecture in there because you are connecting your strategy You are connecting all the different elements that you have into your landscape in order to provide that And you have something like this you need to have a reference a digital reference architecture for this This is just a very simplification a very simple example You have enterprise architecture providing the whole view you have information which is pervasive It's providing interconnection between the different layers to have your business You have your to to become digital also in your product your services In the way they are connected together your application your technology And occurs how you deliver security security is also another key component in here the more complex A system is the more difficult is to have it protected So security is of course another key area here you have your integration Which is like we discussed at the beginning is not trivial anymore It's something that should really we should really be paying attention because we have more complexity now to address And you have the different solutions to how they are wired together Again, if we try to go into an EA approach in this case again using the ADM The first thing that you need to to have is your digital strategy Identify how my company how well my company could be ready to embrace digital So you make a capability assessment a maturity assessment Or what I have in terms of people processes product services You need to design your new products on services to address that and you need to have this blueprint You need to use your reference architecture to architect Your digital again and provide this digital landscape And you need to provide a roadmap for incrementally be delivering all that solutions Into the market in order to become digital and here again I have taken some content for the dp book which is the seven levels that we have for digital transformation Which that you may see in here is not only about technologies The processes is the people is the is the culture is the strategy Is the business ecosystem and it's your products on services. So it's a whole Transformation is not only going and changing your platforms Okay, we have spoke a little bit about the practice even do I have also make several references to the toga standard Now you may be asking for those of you that are not quite familiar with that yet What's new in the new version of the standard and how at the open group into the architect to forum Which are the ones that handle and maintain the toga standard. What are we doing in relation to all this? First of all, we released like you some of you may be aware the new version toga 9.2 in april in london And we also have are promoting now even though it has been there for a while the toga library Which is this whole set of documents that are supporting the toga standard and they are very rich So the standard is just more than just the book It's just all these guidance white paper case studies reference templates that are around it And they are supporting the way we use it to deliver ea It's a little bit like And some numbers about how we are worldwide. This is I think it's dated by april We may have more higher numbers than these ones at the moment This is how are we doing in terms of usage of the standard and who's using it? How many accredited courses do we have and people that is actually using the standard? We also You may have seen some of this and it was delivered this survey was delivered at the beginning of About mid october and by the association for enterprise architects We released a new survey into the market asking the market practitioners What do you consider is necessary In the in the new version of the standard to address the new challenges and the new trends We receive a very good response that you may see in there even though it was A 20 survey 20 question survey was a little bit large. So we receive almost 1000 responses Even though most of them were consultants and it consulting people We also have very good responses from banking for government from retail for telcos that you may see In there and in terms of how this was distributed globally Even though we have mostly of the responses from the us in the uk You also have respondents from india from australia And from canada from south africa So we can say that we have a little bit of differing opinions Worldwide which is something significant because our idea is to release standards that are worldwide Not only for a particular regional country One of the the service is Long actually we're going to present a few more results for those of you that will be in the talk of user group on wednesday And we're going to present a little bit more in there and after this event. We're going to release a whole Report because like I said, there are a lot of information in that In that survey because some of the questions were open that we are going to use Precisely to the refine our strategy to all the standard One of the question was is the standard ready to support business transformation and innovation More than 60 of the responses Putting together the two of the trends that you will see in there and the standards will is it's okay, but needs guidance So more than 60 of the respondents say the standard can be used to do that But we need more guidance and that's precisely aligned with our strategy to provide more guidance in the use of the standard The other question that is related with the topics that we have Explained today digital transformation. How will the standard is supporting that? Again, like you can see in there The two largest bars in there are about okay. It is fine But we need guidance So again, we are paying attention to what the market is saying and the last one agile Which is the other topic where we address again can be used But you need more guidance any here also since I said it was an open text question And the guidance that the market is asking for is how can you deliver this? Minimal viable architecture using the total standard. How can you really use it? To support sprints so that those are the questions and our challenge Has in my case as their foreign director of the architect to forum and our members is to precisely find a way to address And deliver a response to that question Okay, what's our vision considering this like I just explaining our strategy was to deliver the standard in total 9.2 in London What we did and we started that path Even though the decision has been taken before that at the architect to forum We released the product following this strategy in april is to start the coupling the standard We have now the core fundamental part of the standard In in in the total 9.2 and we have started the coupling content For example now the business scenario that used to be one of the chapters in total 9.1 Now it's a it's a toga. It's a toga series guide I'm going to explain what a toga series guide is now And the soa used along with toga is also another separate guide Security was also taking out and made a separate guide So the idea is to take the standard and started making so much the digital restructure of the standard Taking out what is guidance for example tools and techniques Or how to use another the adm which is clearly guidance and keep the core fundamental in the standard But at the end of the day since these guides Are formal documents that we're also be supporting the standard It's not like we are making it smaller It's we are making it structurally different to be more consumable and easier to use Because this is another of the user responses in the survey The standard is heavy So you need to make it a lighter and easier to use We receive a similar response in the survey we did four years ago So this is a continued demand from the market I mean give us a standard that is easier to be used So we are following that approach And like I said, we have built now this whole body of knowledge That also was mentioned by Steve yesterday in the in the summaries and the highlights We have the toga series guide a toga series guide Is some guidance that has a formal status into the open group classification meaning that And we are working on that with the certification team That in a certain moment it will be also subject to certification Meaning that you will study for example the whole set of these architecture guys that we have You will receive a digital credential and you will be certified on that So that's the way that we're going to structure this So it's not like we are taking our content from the standard emigrated white papers Now there will still be a formal part of the standard But will be structured in a different way So summary of the new features the ones that you that will be in the training Also tomorrow we will go deeper into this because what is is what is Examine in the toga essential and the toga session course and exam We now have taken out business scenarios like I just mentioned We have a set of new guides in business architecture area They have the status of toga series guide Those are the business capability value stream And the reference models the TRM and the triple IRM also we're taking as guides We also have other guides that have been published like The toga of leader guide leaders guide to establish And and evolve and any capability The practitioners approach to develop architecture using the ADM is another Guidance that is a toga of series guide And the ones that we also the couple which are the the soa guide Which is now a toga of series guide and the guide to use security along with toga It's also now a toga of series guide. There are others on the way We have several very active groups and work streams in the architecture forum There are also delivering that guidance We also made several improvements in the metamodel especially for business architecture General entities some changes in general entities We add a certain addition to the business architecture that for example business capability A course of action value stream Those are new concepts that were not there in the previous version And we made also certain changes in relationships, especially for the application And information entities to make it a bit more consistent and again a new toga of series guide We also made certain improvements to the definitions We updated the reference to the 40 to 10 2011 standard Which were out of date in the previous version And we also made some minor improvements in the adn phases to provide more clarity more consistency And like I just mentioned, we also the couple the security chapter is not anymore The chapter that we have received comments that is it could be improved. So now it's a separate guide more complete And again, since it's a separate document, it can evolve easily That's another important point on the strategy Since it's the couple it's easier To be changed and can change faster. So again following an agile approach for the evolution of the standard We also made some changes in the repository Noting to make it more consistent. The toga of library is an important concept Like I just mentioned, all those documents are in there And we are also making a very a very good job with the marketing team Promoting this more given this more visibility. We have Very interesting webinars provided by our partners and our sponsors and our members That's are somehow hidden in there. So now we are going to give them more visibility white papers, etc The body of knowledge I can just mention we are working in that strategy along with the certification team So the now the scope of the toga of Body of knowledge is not only the standard but also the guys that we have defined that would be formally Taking part of the standard the ones that you the will take or haven't have taken already the toga of essential It's a way To close this bridge between the one the people that is talk of nice certify And being certified in the new versions. Well, it's that's the way to do it to get the talk of essential There's again a training tomorrow for those who you they're Interested in that can be taken and it's a it's a very short exam Just to test. Did you know what is new in the standard? That's an essence what the Credential is the view of the evolution like I just mentioned is to improve the core content give it more consistency updated Give it more relevance address a certain inconsistencies that are there We are working on this with our membership at the moment Define a new serious guide for part of the evolution Not only taking some of the core content component and make it Guides which is still in discussion into the architect to form But also to provide the room for new guys. For example, how to have an agile ea Could be one of the guides that it's there's already a working team into the forum working on that How to connect better? reference models There are Groups working right now for example with buying an archimede and toga We have a new toga from new af a mapping activity at the forum And naff and nato is also an activity that is just starting and we have more toga from covet So how to use the standard with the frameworks how to have new and more reference models to address different verticals How to address these new trends in technology how to improve information architecture How to have more strategic alignment? and there are also a couple of Documents about the strategy that have been published like separate documents that we may include into a toga for ecosystem So all of this is what is happening right now and that's the vision of the architect to form So the couple the standard and have room for more guidance again in response, but the market is asking for us Okay, since we have only a few minutes and perhaps a few questions I think the wrap up it's a pretty obvious in here We still need to have in even though we have new trends new business model new technologies We still need to have this holistic view. This is timely view of your organization. You need to be able to Delivery impact assessment and address risk for that you need to have you need to know your landscape Which is what we do when we deliver enterprise architecture. EA is not a one size fits all I mean you need to adapt it If you consider and actually there was there was another response from the survey I'm using toga along with with sakman for faev I'm using it I'm using it, but I'm using using safe for agile, which is good. So it's not like you need to take the standard and Construct all the deliverables. You need to adapt it depending your particular situation We also I hope they have delivered this message that the toga standard is evolving That one of our main objectives into the open group and the architect to form in particular It's to have all the standard in the to respond but the market is asking for So for that your input is really really important So I wanted to invite you to join us tomorrow in the toga user group in which we're going to discuss with you What are your pain points while using the standard to deliver the practice? And also again, like I said, the open group is paying attention to what the market is is saying Not only through surveys and events like these and toga user group, but also we have our blogs And you can reach us anytime for any questions Also, if you have a case study if you have something to share with us You don't have to be a member you can send us And you can reach us send us your case study your view and we can find a way to make it go into the market So that's that's like a final thought from from the open group on behalf of the architect to form members as well And thank you very much. And I guess we may have room for a few Q&A Yes, we do. Thank you Sonya We'll let you sit down now. Thank you Quite a few questions We'll get going Some of them on agile Some of them on architecture forum things so a bit of a mix But nice job. Thank you very much for that Um The outside in trends trend drives the need to integrate from process driven to data flow driven What plans does the architecture forum have to address the change? Actually, one of the areas that has been a little bit on hold in the last quarter is information architecture So we are aware of that. So we have been trying to ask our members because we depend also members contribution But now we have One company I cannot disclosure the name at the moment that is about to become a member of the open group And they have this complete and very good Information architecture reference models. They're going to share with us And it will be part of the work into the architecture forum to address that And also I guess like into the digital partition of working group Which is something it's a working group that we have All members of the open group can have access to that That's also another area in which we may address that And it's a key it's a key point. It's the The work gets done by the members we we facilitate the work gets done by the members and the members work on the things They want to work on and where there's interest in in working. So If you're interested in these areas, then please get involved How different is api gateway is the api gateway in the new ea paradigm compared to soa I guess like like I just said Soa has the particular view to to have the different services how you connect them and you create your contract and connect them I guess gateway is just another pattern Again, you need to go and make an assessment of the technology behind it As if you're really applicable or not So they didn't they depends on what do you want it to do with them without going to the technical detail is I mean, it may be that in certain areas I need soa in other areas in the microservices In other I need a piece of gateway. So it depends on what you're going to do. Okay For new agile applications, do we need To detail not only the app how the app works and is interconnected, but how the dev apps process Works I guess the two of them go together and one hand you have your building blocks That even if you're doing agile you have building blocks It could be for example There if your application is made or things that are in the cloud, for example, you you don't need to understand the detail At the end is it becomes like a black box And you use dev apps and any other methodology for agile for a way to deliver it So the user has an input and you use your approach to deliver value easily and at the end what you need to understand that For example, if you have this this building block, which is made and is functioning You don't need to architect what is inside again architect the minimum Okay Are there any defined and prescribed guidelines for agile EA? We are already working on that. We have a couple of Initiatives one of them is into the architect to for on the other one. It's starting Perhaps after this conference And I think in the architect to form members are aware that we need to address that I guess like Even though teams are just starting over One of them is first how the practice itself can be agile before going into the standard itself In a second delivery will be how I can use toga in an agile way And not only toga or enterprise architecture. I guess it should go into all the standards because it's something like Holistic it's not only enterprise architecture So I guess that's the way I mean to start with the practice and then go into the different standards So that's in general the approach in process basically, okay Let's see How does togaf recommend mapping the customer journey vision and customer experience vision? I would say that you need to consider the customer since the very beginning I mean if you're delivering your vision for example your strategy Okay, if you need to deliver for example to improve the way you connect your your customer If you need to understand the needs of your customer, which is your stakeholder do that at the on phase eight You need to address which capabilities do I have for delivering this customer journey? You that in the preliminary phase then you start architecting And your product and services and your customer journey you design your customer journey in the business In the business architecture phase you start identifying the information flow that you need all over that you do that in information and data architecture Then you identify the different appies the different applications either internal or external need to be connected to that And you connect the platform in technology You address how are you going to solve all of that when you do the In the solution and road mapping and a migration plan and finally you need to govern and measure the value of this value chain You can start with the prototype and you can go deeper. Okay With increased sprints till you had a chart with with sprints and you know agile approach with increased sprints How do you manage? Governance and compliance. I think governance and compliance should be immersed into the process again It's not like I started working I have the job to deliver value in three weeks and then the last day the architect will come you need to change everything again It's not the way that it should work Architects should be there at the very beginning and compliance should be one of the requirements But again, if you don't have the whole view, it's impossible for you to know in advance But you need to go burn in the sprint Right In practice agile seems to be adopted only during design and build. How much do you think agile ea adoption is in place now? I would say that it's just beginning. I mean, there's different conversations. There are different point of view There's people that say ea cannot be agile So they say that it can be agile, but that's a trade off And I guess one of the things that we need to change from the very beginning is The set of our minds I mean it's like in the old days when you have the business people and technical people struggling now that doesn't exist anymore It took years. I guess it's the same I guess like you can use agile only for if you for example want to architect something that are very specific And again, it's not that complex You may not need ea because you just need to be one development Just put this two or three week developing into your team and do it You don't need to have the architect in there But if you want for example to change your customer journey using an agile you need ea Given data is all over the place the per the pervasive architecture seems to gain more value and focus once we start associating For actually there's something I can't read there once we start associating maybe the linkages for each How does your framework stay relevant? So it's the pervasive architecture seems to gain more value and focus once we start associating It with each I don't know. I'm not sure I can answer that Is there someone who asked that question who can clarify it? unless you understand I guess like we need to have a very good design on your data framework And have a very good metadata to describe your data again How the data should be stored and managed and interchange especially in the case that you say that is everywhere At the end of the day, you need to have this framework starting with the business and then defining. Okay, how Which one is the owner of the data? Which one should be the structure of the data? How it's going to be shared? How is to be to be interconnected? How can interoperate with that and again if you have that very well defined Of course, you need to make an adjustment all the time because things are changing But it doesn't matter if information it's is Distributed because at the end of the day, that's the instance of the data You need to have good metadata and a very good framework to describe all that I don't know if I would rest your question because it was a little bit large Okay, all right. Thank you. So one more before we wrap up Um, what do you think is required by an enterprise to switch to agile ea? I guess you need to start like I said at the beginning defining your capabilities I mean first you need to talk with your architects And make them understand that this is Making ea just in a different way in a way that is more dynamic And I'm only having this ivory tower in which they are and then they are like visible and touchable That's one of the first thing I mean you need to start changing the mind of the people and the resistance to change And that goes also for the delivery teams They like all the architects the one that is coming to see and Make some auditing here and make me stop my work. It's not the way So this is the one of first steps Try to create these capabilities in terms of people the tooling that I have the processes And it make people work together and also very important how my organization as a structure If I am going to see that it's very hierarchy Like you're explaining one of the slide it would be very difficult to have an agile approach Need to be agile the way you take the session and the way you work and you where you empower your people Just like you said, it's not one size fits all. You're not necessarily going to need an agile approach for everything Exactly, but but again, you need to to see what you have and how you can take in the different pieces How can this become agile? Yeah, okay, Sonya, we'll leave it there and let people have a break But thank you very much for that very enlightening. Thank you