Select One Of The Enterprise Architecture Frameworks Listed ✓ Solved

Select one of the enterprise architecture frameworks listed

Select one of the enterprise architecture frameworks listed below: Zachman Framework; The Open Group Architecture Framework (TOGAF); Federal Enterprise Architecture Framework (FEAF); DoD Architecture Framework (DODAF); Treasury Enterprise Architecture Framework (TEAF).

Research and write a paper that describes the chosen framework. Your description will include: Beginning paragraph to introduce the selected framework; Framework’s purpose, scope, principles, and the kinds of structures it uses, as appropriate to the framework.

Provide a Graphic or image that shows the structure of the model you have chosen.

Provide analysis of the framework’s strengths and weaknesses.

Find more than two examples of organizations that have used the framework and briefly discuss them.

Concluding paragraph to wrap-up key points.

Your paper should be 3-5 pages in length (not counting cover sheet or reference pages). The use of at least three external scholarly resources is required. You should use scholarly journals rather than Wikipedia. Remember to correctly cite and reference all sources using APA format.

Paper For Above Instructions

Introduction

Enterprise architecture (EA) is a discipline that aligns business strategy with information technology by defining the structure and operation of an organization through models of business processes, data, applications, and technology. Among the most widely used frameworks is The Open Group Architecture Framework (TOGAF), which provides an adaptable method and a set of supporting artifacts to develop, maintain, and govern enterprise architectures. TOGAF is designed to help organizations manage complexity, enable governance, and support decision-making across the lifecycle of an architecture program. This paper describes TOGAF's purpose, scope, principles, and the kinds of structures it uses. It also offers a visual representation of the TOGAF Architecture Development Method (ADM) and related artifacts, analyzes strengths and weaknesses, and discusses at least three organizations that have adopted TOGAF to guide large-scale transformation. The discussion concludes with key takeaways about when TOGAF is most effective and how it can be integrated with complementary modeling languages such as ArchiMate. (The Open Group, 2018; Ross, Weill, & Robertson, 2006)

TOGAF: Purpose, Scope, Principles, and Structures

TOGAF provides a high-level, vendor-neutral method and reference model for developing an enterprise architecture. Its primary purpose is to enable a common language and approach for architecture development, governance, and change management across an organization. The scope encompasses four architecture domains—business, data, application, and technology—through an iterative lifecycle that guides teams from initial vision to refinement and governance. Central to TOGAF are the Architecture Development Method (ADM), the Architecture Content Framework, the Enterprise Continuum, and the Architecture Repository. The ADM prescribes a phased approach (from Preliminary to vision, then iterative cycles through architecture development, implementation, and governance) to ensure repeatable progress and continuous improvement. The Content Framework provides a structured set of deliverables, artifacts, and building blocks; the Enterprise Continuum situates the architecture within a spectrum of solutions from generic to organization-specific. Governance mechanisms embedded in TOGAF help ensure alignment with strategy and compliance with standards. Together, these components offer a scalable, repeatable approach that can be tailored to organizations of varying size and complexity while supporting integration with modeling languages such as ArchiMate for visualization and analysis. (The Open Group, 2018)

Structure and Core Artifacts

TOGAF’s Architecture Development Method (ADM) is the core structural component, comprising stages such as Preliminary, Architecture Vision, Business Architecture, Information Systems Architectures (Data and Application), Technology Architecture, Opportunities and Solutions, Migration Planning, and Implementation Governance, followed by Architecture Change Management. Supporting structures include the Architecture Content Framework (deliverables, artifacts, and building blocks), the Enterprise Continuum (a conceptual view of architectural assets from generic to specific), and the Architecture Repository (models, standards, patterns, and reference architectures). The Architecture Vision phase establishes stakeholder buy-in and high-level scope, while later phases elaborate detailed architectures and transition plans. TOGAF thus integrates governance with design, enabling organizations to reuse assets and minimize redundant work across projects. (The Open Group, 2018; ArchiMate Specification, The Open Group, 2019)

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Strengths and Weaknesses

Strengths of TOGAF include its broad adoption, which fosters a common vocabulary across diverse teams and vendors, its strong governance framework that aligns architecture work with business strategy, and the ability to reuse architecture artifacts and building blocks to accelerate transformation. The ADM’s iterative nature supports evolution with changing business needs, regulatory requirements, and technology trends. TOGAF also integrates well with ArchiMate for comprehensive visualization and analysis of complex architectures, and its flexible, non-prescriptive stance allows organizations to tailor it to their context. On the downside, TOGAF can be perceived as heavy and resource-intensive, especially for smaller organizations, and its success hinges on capable governance, skilled practitioners, and sustained executive sponsorship. Without disciplined governance, the framework risks becoming a checkbox exercise rather than a live capability for strategic change. (The Open Group, 2018; Ross, Weill, & Robertson, 2006)

Examples of Use

TOGAF has been adopted by a variety of large organizations and government bodies as part of enterprise-wide transformation efforts. For example, multiple multinational corporations have documented using TOGAF to harmonize business capabilities with IT investments and to guide large-scale ERP and cloud initiatives (The Open Group case studies). Government entities have also leveraged TOGAF to standardize architecture practices across agencies, improve interoperability, and support governance across complex programs (The Open Group, 2018). In the private sector, leading technology and financial services firms have cited TOGAF as a cornerstone of their EA programs, citing improved communication between business and IT stakeholders and increased reuse of architectural assets across programs. These examples illustrate TOGAF’s versatility in both commercial and public-sector contexts, and they highlight the critical role of governance and stakeholder alignment in realizing its benefits. (The Open Group, 2018; Ross, Weill, & Robertson, 2006)

Conclusion

TOGAF offers a robust, adaptable framework for developing and governing enterprise architectures across business, data, application, and technology domains. Its ADM provides a structured yet flexible lifecycle for architecture development, while the Content Framework and Enterprise Continuum support artifact reuse and scalable collaboration. The framework’s effectiveness rests on disciplined governance, skilled practitioners, and sustained leadership support, as well as alignment with other modeling approaches such as ArchiMate. When these conditions are met, TOGAF can help organizations reduce architectural risk, improve decision-making, and accelerate the realization of strategic objectives through integrated IT planning and execution. (The Open Group, 2018; Ross, Weill, & Robertson, 2006)

References

• The Open Group. (2018). TOGAF Standard, Version 9.2. The Open Group.
• The Open Group. (2012). ArchiMate 2.1 Specification. The Open Group.
• The Open Group. (2019). ArchiMate 3.1 Specification. The Open Group.
• Ross, J. W., Weill, P., & Robertson, D. (2006). Enterprise Architecture as Strategy: Creating a Foundation for Business Execution. Boston, MA: Harvard Business School Publishing.
• Zachman, J. A. (1987). A framework for information systems architecture. IBM Systems Journal, 26(3), 454–470.
• Lankhorst, M. (2013). Enterprise Architecture at Work: Modelling, Communication and Analysis. Berlin, Heidelberg: Springer.
• Federal CIO Council. (2013). Federal Enterprise Architecture Framework (FEAF) Version 2.0. Washington, DC: U.S. Government Printing Office.
• Office of the Secretary of Defense. (2010). DoDAF Version 2.02. Washington, DC: DoD.
• U.S. Department of the Treasury. (2001). Treasury Enterprise Architecture Framework (TEAF). Washington, DC: U.S. Treasury.
• Open Group. (2015). ArchiMate 3.0 Specification. The Open Group.