 Hello, I'm Steve Nunn, President and CEO of the Open Group. Welcome to Toolkit Tuesday, where we highlight the various components and leading experts of the Architects Toolkit, a collated portfolio of the most pertinent technology standards for enterprise architects. During the series, I'll be calling on a number of recognized experts who will bring their particular insights on how to most effectively use the various tools in the Architects Toolkit. We'll have a mix of interviews, panel sessions and pre-recorded presentations along the way. While all standards of the Open Group are designed so they can be adopted independently of one another, the greatest value for an organization can be derived when they're used in unison. The sum of the parts should be greater than the whole. In the Architects Toolkit, we have collated a portfolio of the most pertinent ones for architects, together, all in one place. For most of these tools, certification from the Open Group is also available, so practitioners can demonstrate that they have the skills required and recruiters can take the guesswork out of the recruitment process, all backed up by our Open Badges program. Welcome to Toolkit Tuesday, everyone. Thank you for joining us today. Great to have you with us. We've got a lot of people registered for today, so we're looking forward to a great session. And I hope wherever you are in the world, you are keeping safe and well, and life is approaching something that one might consider normal. Obviously, our thoughts are still with the people of Ukraine right now. Every time we do one of these, every two weeks, I hope that I won't have to say this again. But still it goes on. So I'm sure your thoughts and prayers are with them, as mine are, in this terrible time for them. And I'd also like to share a thought for our folks, quite different situation, but we do have a team at the Open Group in Shanghai, who are going through a difficult time right now as well with the pandemic restrictions. But we will move on to today's event. Toolkit Tuesday, and some of you will have joined us before. Hopefully we've got some new folks as well as those who've been with us before. And delighted to introduce our main speaker today, colleague of mine now for over a decade, Roberto Severo. So since 2012, Roberto has been the country manager for the Open Group in Brazil. And the Open Group, as you know, develops and maintains the TOGAF standard, among other things. For example, Arquimate and the Open Agile Architecture Standard, IT for IT, Open Process, Automation Standard, OSDU and many others. And Roberto helps us get the word out about all of those in the Brazil area. And he's added some other territories, as you'll see, where there is interest in our work. Before coming to us, Roberto worked in the software development industry with his technical background for over 10 years and in the financial services area for more than 10 years too. And he's been with us for 10 years. So we obviously do things in lumps of 10, Roberto, don't you? But it's great to have you here today. You're certified in TOGAF and also currently the president of the Association of Enterprise Architects Brazil chapter. And today, Roberto is going to talk about the principles of an EA framework and the importance of adopting the TOGAF standard. So a warm virtual welcome, Toolkit Tuesday welcome please for Roberto Severo. Over to you, sir. Great to see you again. Steve, thank you very much. It's very good to see you again. Thank you for all the audience. Okay, I'm going to share my screen. And thank you for the introduction as well. And today we're going to speak about EA, try to define enterprise architecture. What is a framework of enterprise architecture and why TOGAF is so important in this space? So let's start with the agenda. No news here. I just talked about this. We're going to talk the EA frameworks and why TOGAF. Let's move on. So it's very good to define very well what is enterprise architecture, especially if in some idioms enterprise is a very difficult word to translate into. And Portuguese, Brazilian Portuguese is one of those idioms that we don't have a precise translation for enterprise. We just have something like corporate or something like company or organization, but not enterprise, which is a bigger thing. So let's take a look on a simple diagram here. This diagram I used to show to represent the enterprise. So the enterprise, as you can see, is the outer circle, the blue one. So the organization, the company is within the enterprise. So normally we think, especially in Brazil, we think enterprise as a company, but it's more than a company. So I put some players inside this circle. So we have the board in the middle where the strategy is good to come from. Well, after that we have the primary business unit, which is very important for the business to exist, like sales, customer services and whatever. Then we have supporting business unit. Yes, IT is one of those HR finance that supports the business. And you can see a dotted circle that comprises the organization. And enterprise is much bigger than the organization, as you can see in the blue circle. What is in the enterprise? Which players are there? Where? We have clients. We have business partners. So we have government agencies, regulators that touches our business into the organization. So it's clearly bigger than the organization. So this defines the enterprise. And a good framework should look at the enterprise, not only at the company, should look at the culture as well. But let's move a little bit forward. So here you can see the typical layers of an organization. You have three layers basically, very simplistic way to show it. The strategic one, the tactical one and the operational one. And everything must come from the organization, mission, vision and values. Otherwise something isn't right. And when we speak and we talk about enterprise architect, all the layers must connect. All the layers must communicate with each other. Otherwise you don't have EA. And a good framework of enterprise architecture, like TOGAF, is standard. Look at the strategic level, the tactical layer and the operational layer. So let me use an analogy to represent that. How does strategic influence the tactical and the operational? I took the football analogy. I could take any other qualitative game. But you know in Brazil football is very popular. So when the coach plans a game in the dressing room and show that to the players, he does something like the left hand square and say how they see how they see how to fulfill the goal and passes this to the players. However, however, when the game, when the match begins, what happens? Happens here what we have in the right hand square. Not exactly the way the coach said. But it's completely normal. Why? Because the strategy is something more solid. If you allow me to say something to keep on the horizon, you must look at the strategy. But the way to achieve the strategy could be very different in many different aspects. So I would say that the strategy is something more solid. And the tactics and execution are more fluid. And this is totally normal. But always, as I said before, the execution must be aligned with the strategy. Always the strategy must be connected with the execution. Sometimes it happens to be differently. But it's okay if someone, if the coach is seeing that, are managing that. And at the end of one interaction, what is an interaction in a football game? It's the first half. He stops the game, go back to the dressing room and maybe changes a little bit the strategy. And passes that to the players. And the players go back to the field and try to do it all over again. He starts in another interaction. Did you think like that in a football game? You have two interactions, the first half and the second half. So you have the opportunity to change the strategy and then go back and try to achieve the goal. Really, the goal. So just to wrap this up, I put it in the two squares where they play their role. So we have the planning in a strategic area, in this strategic layer, and how it really goes in the management and operational production infrastructure. And speaking on Tograff's standard, we are talking about interactions. So once we understand what an enterprise architecture is, what is a framework? Why a framework? Why Tograff's standard? So I start with a question to you guys. This is a question. Why is it better to learn from others mistakes? And you're going to see that framework. It's all about that too. So the answer is very, very simple. Because you don't have enough time in your life to make all the mistakes. Oh, bingo. So when you learn something that went wrong, you don't do it again. You don't have to go through this and prove yourself that that is wrong. So you can learn from other mistakes and other successes too. And time is precious. And if you incur in many mistakes, you can comprise your company and lose some market competitiveness, for instance. So why I'm talking about this? Because frameworks can be seen as best practices put on paper in a qualitative way. I'm talking about the open group process of developing and evolving standards, because the qualitative does everything. And it's based on best practices. Framework have artifacts to organize, help and guide architect work. So when you see, for instance, Tograff, we have more than 25 years of maturity of mistakes put on paper. Evolvement, the market, it's something organic. So the framework must go along with the development of the market. The market needs changes time to time. So let's go directly to the point. So why the Tograff standard? Well, I can put some things that I can observe in my 10 years of open group. And I watch the market too in Brazil and some countries now in Latin America. And well, Tograff is built in collaboration with members company. The open group only have a very good process and a very good environment to make those companies work as member together. So we have a big community of practitioners that always produce in material. It has a practical approach. We don't idealize problems and address those problems. We are really addressing needs from the market. The Tograff standard look at business and IT. Its reference model helps practitioners not start from scratch. What I said. You don't have to incur in the same mistakes others incurred. Let's talk about ADM, which is the heart. I like to say it's heart of Tograff. ADM is a proven method to streamline your A.A. initiative. It's modular. You don't have to run through every phase in the ADM. When you begin, you take for example, okay, let's start in IT. So you can run the CND phase and improve something in your organization and move on to the next step and start a new interaction maybe with more phases. So we have a lot of consulting and training companies ready to train and give help to companies in the market. We have a market proven certification program for people and there's a lot of documentation from the open group and third parties. So wrapping up, I would say that if you use a proper EA framework like Tograff you're ready to achieve resources maximization. Language is on me, so you have the same language between all the layers. You improve your governance. You control enterprise depth, which is very rarely controlled. And at the end of the day, you can effectively make a connection between your strategy and execution. Well, that's what I have for today. I hope it helped, but of course it's a very basic content and there's a lot of things to read about it. I invite you to find documents in our library. You can access Point Your Camera to the first queue. I'm losing the word. You point the camera at the graphic over there. And if you want to contact me, you can point the camera on the QR code beside of my name. Okay, thank you very much. Thank you, Steve. It's over back to you. That's right. You called it right at the end there about a QR code. Thank you very much for running us through that. It's great to get a refresh on EA and why we do this and why it helps so much. Interesting comment in the chat while you were speaking that yes, the world would actually be a better place if people learn from their mistakes, but unfortunately that's not always the case. Make the same ones every now and then sometimes. Personally, I love the football analogy. What else would I expect from a Brazilian? Back to the world's number one team, I note, but I think that's a great demonstration of how you can have a strategy, have a plan, and then in reality it looks quite different after a short period of time. As I say, any plans old as soon as it's created pretty much. One question that came in was, where do you get these variations from your specifically these questions around IT strategy? Things change. How do you map those? How do you use the framework to cope with the changes in reality? Well, this is a very good question. Actually, in Togov, we have some artifacts where you really can... If you see in the middle of Togov, of course, you know it, you have requirements and you watch the market, and you have artifacts, you have interactions that you run time to time, and one interaction after the other one, you can observe changes in the market, and you have to document it very well between the interactions. I don't know if it answers your questions. Should I be more specific? No, I think, I mean, that certainly goes by the way. I mean, all I would add to that is that there's, you know, the ADN that you called out was the Heart of Togov. It's an iterative process, and as changes happen, it's one of the beauties of it. It's not set in stone, so it's great. So, another question. You've worked with Togov for a while now. Have you seen certain size of organizations that are more likely to adopt it, or certain industries, for example? No, actually, you can apply Togov anywhere. As far as you have on strategy and execution, you can use Togov to connect them anywhere, anywhere. And when I say anywhere, it's any kind of organization, and even in our lives, we have some goals, we have some execution. So, I'm not kidding. You can use Togov in your lives to connect your execution to achieve your goals. Just have to adapt it. And so the answer, Steve, is no, there's no restriction. Any size of company, sometimes people think that Togov is something so big, they have to have so big effort, so many resources available, but it's not. You can do it in one person company, 100,000 persons company, and anywhere you have execution and strategy. Right. Okay. So, another thing that I've seen before, this question, relates to, obviously, Togov isn't the only game in town when it comes to enterprise architecture standards or even, you know, other standards you might use with it. So, you might have, you might work in an industry that has a standard developed exclusively for them, like E-Tom in the telecom world, for example. Does that mean that Togov isn't for them, or is it for them too? Yeah, absolutely, Steve. This is something, we have lots of questions on that. Okay. I'm using a specific framework for my industry. Do I have to replace it with Togov? And the question is, it's a big no. No, no, you don't have. Togov can be a compliment the whole story of your enterprise, not replace. And I used to say, when I was a consultant, I used to say, don't replace what it's working. Keep it and add something else. And Togov could be something else to fulfill the gaps. It's one of the things we've always said, it's Togov and not Togov or. Yeah, perfect. Absolutely true. It's there to be tailored to your own organization. Absolutely right. So one more question. It's a cheeky one, but let's ask it anyway. There won't be time to give a long answer, but have you got examples from your experience where using the Togov framework has failed? And if so, why? Yes, I did. I used to play the role of enterprise architect since 2001. And we started in a very big bank in St. Paul. We started using Togov. And one mistake we have done was to try to run the full ADM and have everything, you know, building the ivory tower before put some things in place and give quick wins to sponsors. And I think this is one of the most big mistakes you can do. Try to build an ivory tower before starting delivering results from your EA initiative. And you can use any frameworks. In that case, in that bank, we were using Togov and you try to build something close to perfection and that doesn't exist. Do what you can do and deliver. And even more important nowadays in an agile world, everyone needs everything faster and you've got to deliver results to the business. Absolutely. Do what you can. Yes, I can hear it now. One of our fairly regulars on Toolkit Tuesday, Terry Blevins, always ends his little videos with architect for enterprise value. That's what it's all about. And if you're not doing that, then you're going to struggle. So we'll leave it there on Togov. But there was a question came in given the other hacks that you were about the EEA. Can you say something about the specific question is what's the role of the EEA in the ecosystem? Are there chapters all over the world, for example? Sure, sure, sure. Yeah, yeah, I am the chair of EEA Brazil chapter. And yes, the EEA, it's about architects. When we talk, and this is a very big confusion people do, there's a lot of individuals that come to me and say, how can I become member of the open group? And I have to say, no, no, you can't do that. Your company can do that, but you can't do that. And there was a gap in the market. So architects wanted to join and to get engaged. So EEA is that place. It's where the architects can get engaged and get some information from architects to architects. And this is a very nice environment. There's chapters all over the world. We have a chapter here in Brazil. We are relaunching the chapter with much more value, more forum articles, more technical articles. And we are not only talking about framework, we are talking about the profession of an architect. And this is very important. Absolutely. I mean, it's intent is to be a professional body for architects, isn't it? Yeah. Roberto, with respect for everyone's time, we will leave it there. But very much appreciate your thoughts today. And there's some nice messages of thanks in the chat. So thank you for joining us today. Roberto Savera. Thank you. Thank you, Steve. Have a nice day. Just before we close out, folks, thank you for attending today. Thank you for the questions and the comments in the chat. May 17th is the next talk at Tuesday. And we have a special guest. I know who it is, but we're going to share that between now and then. Thank you for attending today. Keep well wherever you are. And see you again soon. Bye-bye.