Category Archives: continuous transformation

#Graphitization of the Amazon Leadership Principles (introducing Personal Leadership Principle Maps) – Iteration 1

COPYRIGHT © 2016-2017 by Michael Herman, Toronto, Canada. All rights reserved.

This particular page is 1 of my top 5 most viewed pages (ever) and I’d like to understand why. Thank you!

[Click on any figure to enlarge it to its full, original size.]

The motivation and goals for Iteration 1 of this project are simple:

  1. Make the Amazon Leadership Principles visually more understandable and more memorable
  2. Introduce the concept of a Personal Leadership Principles Map where one’s personal career and personal belief system is mapped to each of the Amazon Leadership Principles
  3. Promulgate the use and application of #Graphitization beyond its traditional roots in Enterprise Architecture.

This article is structured as follows:

  • Appendix B – Amazon Leadership Principles is copy of the original text (non-graphitized) version of the Amazon Leadership Principles from the Amazon Jobs website.
  • Appendix A – Amazon Leadership Principles (and Subprinciples) contains an ArchiMate enterprise architecture model that depicts the (and then decomposes) the 14 Amazon Leadership Principles into multiple levels of subprinciples. Scroll down to the bottom of this article to check it out.
    NOTE: The underlining in Appendix A attempts to highlight the individual Subprinciples and Relationships found in the text description of each of the 14 Principles.
  • The first real section Amazon Leadership Principles, Core Entities, and Relationships presents a new innovative way to learn, remember, understand, and apply the Amazon Leadership Principles as highly visual web (or mesh or graph) of principles, concrete entities, abstract entities, and relationships.
  • The last section (just before Appendix A), entitled Personal Leadership Principle Maps, depicts how the experiences and accomplishments of one person’s career (mine) can be (formally) mapped the Amazon Leadership Principles.

Let’s start the journey. If you’re not familiar with the Principles, start by reading:

  • Appendix B – Amazon Leadership Principles; then
  • Appendix A – Amazon Leadership Principles (and Subprinciples)

All of the figures in this article represent different graphitized views of the Amazon Leadership Principles (click here) …all built from a single underlying graph model (which, in total, is referred to as the #Graphitization of the Amazon Leadership Principles).

Visually, the model is expressed using the ArchiMate 3.0 visual language standard for enterprise architecture. The model was built with the latest version of Archi 4.0, the open-source, free enterprise architecture modeling platform.

If you would like to work directly with the ArchiMate model for the Amazon Leadership Principles,

This article concludes with a list of possible Next Steps for Iteration 2.


Amazon Leadership Principles, Core Entities, and Relationships

The text of the Amazon Leadership Principles references specific:

  • Roles
  • Concrete entities,
  • Abstract Entities, as well as, more importantly,
  • Relationships between these entities

These are collectively referred to as the Core Entities. Roles include:

  • Leader
  • Owner
  • Customer
  • Competitor
  • Partner
  • etc.

Concrete Entities include:

  • The Amazon Organization (presented by an employee directory or org chart)
  • Employee Team (same including virtual teams documented in project documents)
  • Standards (assuming they are written down or, in other words, documented)
  • Products
  • Services
  • Processes
  • etc.

Abstract Entities include:

  • Speed
  • Calculated Risks
  • Decisions
  • Actions
  • Inputs
  • Results
  • Bold Directions
  • Capabilities
  • etc.

Relationships include:

  • Leaders obsess over Customers
  • Leaders pay attention to Competitors
  • Leaders earn and keep Customer Trust
  • Constraints breed Resourcefulness
  • Constraints breed Self-Sufficiency
  • Constraints breed Invention
  • etc.

All of the entities and relationships are depicted in Figure 1 below (assuming none or only a few have been overlooked). (Click the figure to enlarge it.)

The entities and relationships were deduced by inspection and analysis of each of the 14 Amazon Leadership Principles (classic business analysis, more or less).

Parallelspace-Amazon Leadership Principles, Roles, and Relationships-P00-Core Entities v1.30

Figure 1. Amazon’s Principles, Core Entities, and Relationships: The Core Model

The existence, enablement, creation and/or execution of each group of relationships gives rise to (or realizes) one or more of the 14 Principles (and/or their Subprinciples). When these realization relationships are added to the Core Entities depicted in Figure 1,  Figure 2., the “Complete Model”, is the result. (Click to enlarge.)

Parallelspace-Amazon Leadership Principles, Roles, and Relationships-P00-All v1.30

Figure 2. Amazon’s Principles, Core Entities, and Relationships: The Complete Model

To simplify the understanding of the model, 14 new views were created – one for each of the 14 Principles – each overlayed on the original Core Model (Figure 1). Figure 3 is an example drawn from one of these 14 views: Principle 1. Customer Obsession.

Parallelspace-Amazon Leadership Principles, Roles, and Relationships-P01 v1.30

Figure 3. Amazon’s Principles, Core Entities, and Relationships: Principle 1. Customer Obsession

Located in the lower-left side of Figure 3, the Customer Obsession Principle is realized by:

  • a) a Leader’s focus or “obsession over Customers”, and
  • b) a Leader’s “attention to the Competition”.

Figure 4. below is an animation of the Complete Model overlayed, principle-by-principle, against the Core Model.

This slideshow requires JavaScript.

Figure 4. Amazon’s Principles, Core Entities, and Relationships: Principle-by-Principle Animation overlayed against the Core Model

The individual views of the 14 Amazon Leadership Principles can be downloaded from here:

So far, we’ve addressed the “what” of the Amazon Leadership Principles depicted as a #Graphitization model projected as a number of different views.

In the next section, the Amazon Leadership Principles are used as a framework for cataloging one’s lifetime experiences and accomplishments. Personal Leadership Principle Maps is an Amazon Leadership Principles application – it’s the Amazon Leadership Principles put into action.

Personal Leadership Principle Maps

Have you been living an Amazon Leadership Principled career/faith/life?

Figure 5. is a copy of my Personal Leadership Principle Map (PLPM).

  • ArchiMate Assessment entities are used to model specific experiences and accomplishments.
  • ArchiMate Outcome entities are used to model specific evidence, learnings, or proof that one has been able to apply the specific principle in their career, faith and/or life.

Parallelspace-Amazon Leadership Principles-Personal Leadership Principle Map-Michael Herman v1.30

Figure 5. Amazon’s Principles: Michael’s Experiences and Accomplishments

In my case, for Principle 7. Insist on the Highest Standards, I have specific experiences related to the recent Toronto Salesforce 2017 Tour, working at Parallelspace Corporation, the IBM Canada Toronto Software Lab, and at Microsoft.

Specific evidence includes:

  • Parallelspace trust framework (Relationships-Reputation-Trust)
  • Working as an ISO-9000 Quality Analyst and a certified Quality Assurance Auditor
  • A concept I call focusing on the success of an Individual Individual
  • Various and diverse experiences working for Microsoft as a full-time employee (blue badge) and as a Microsoft partner

Next Steps for Iteration 2

Possible next steps include:

  • Federation of Personal Leadership Principle Maps – at the Employee Team, business unit, or Organization level to discover the aggregates collective experiences and accomplishments for the purpose of rebalancing hiring objectives (Principle Gap Analysis), accumulating customer as well as competitive intelligence, etc. to support Customer Obsession, Ownership, Invent and Simplify, etc. goals and objectives. Identifying the best sources of experiences and accomplishments for specific Principles based on a Team’s or Organization’s previous roles, education, or training.
  • Use of both the Core Model and the Complete Model as well as the Federate Personal Leadership Principle Maps to create a graph database repository to real-time query analysis and visualization (e.g. using the Neo4j graph database).
  • To support Amazon’s operational data analysis needs (e.g. Amazon Marketplace 3rd Party Retail Data).
  • Apply the Parallelspace principles


  1. Continuous Transformation and Transformative Change are key principles of the Total Enterprise Architecture Model (TEAM) (click here)
  2. To dig deeper, check out Graphitization of the Enterprise (click here)
  3. [Enterprise Architecture, Big Data, CRM, ERP, …] Tools and Methods Don’t Generate Business Value (click here)

Appendix A – Amazon Leadership Principles (and Subprinciples)

Below is an ArchiMate enterprise architecture model that depicts (and then decomposes) the 14 Amazon Leadership Principles into multiple levels of subprinciples (as appropriate/as required).

These are based on the text-based defintions of the 14 Principles found in Appendix B – Amazon Leadershp Principles.

Parallelspace-Amazon Leadership Principles (and Subprinciples) v1.30

Figure 6. Amazon’s Principles (and Subprinciples)

Appendix B – Amazon Leadership Principles

The following Leadership Principles are taken directly from the Amazon Jobs website.

  • The sequential numbering (in parenthesis) was added by me.
  • The underlining attempts to highlight the individual Subprinciples and Relationships found in the text description of each of the 14 Principles.

Leadership Principles

Our Leadership Principles aren’t just a pretty inspirational wall hanging. These Principles work hard, just like we do. Amazonians use them, every day, whether they’re discussing ideas for new projects, deciding on the best solution for a customer’s problem, or interviewing candidates. It’s just one of the things that make Amazon peculiar.

Customer Obsession (1)

Leaders start with the customer and work backward. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.

Ownership (2)

Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job”.

Invent and Simplify (3)

Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here”. As we do new things, we accept that we may be misunderstood for long periods of time.

Are Right, A Lot (4)

Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.

Learn and Be Curious (5)

Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them.

Hire and Develop the Best (6)

Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice.

Insist on the Highest Standards (7)

Leaders have relentlessly high standards – many people may think these standards are unreasonably high. Leaders are continually raising the bar and driving their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

Think Big (8)

Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.

Bias for Action (9)

Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.

Frugality (10)

Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size or fixed expense.

Earn Trust (11)

Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

Dive Deep (12)

Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdote differ. No task is beneath them.

Have Backbone; Disagree and Commit (13)

Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.

Deliver Results (14)

Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.

Best regards,

Michael Herman
Enterprise Architect and Data Scientist
Parallelspace Corporation
M: 416 524-7702
Skype: mwherman2000

Living at the intersection of Enterprise Architecture, Enterprise Knowledge, and Data Science


Filed under ArchiMate, Architecture Reference Models, Business Value, continuous transformation, Definitions, Enterprise Architecture, graph database, Graphitization, How do we think, ModelMate, Process, Product Management, Uncategorized

#Graphitization of the Enterprise

COPYRIGHT © 2016-2017 by Michael Herman, Toronto Canada. All rights reserved. [Updated June 16, 2018]

This article is the first in a series on #Graphitization. Click here to explore the other articles in this series.

Reprinted from #Graphitization of the Enterprise on LinkedIn.

Move beyond digitalization of the enterprise to graphitization of the enterprise. Here’s a great diagram that explains this concept. (click on the diagram to enlarge it)

Figure 1. The New Model of IT

Graphitization of not only all of your corporate information assets across all of your constituencies and stakeholders – at the data, application entity, and business object level – but also the graphitization of all of the interconnections between every business process, application system, infrastructure component, cloud service, vendor/service provider, and business role that uses, manages, or stores corporate information (Crossing the EA Chasm: Automating Enterprise Architecture Modeling #2).

Use graphitization to make your existing corporate information more available, more usable, and more informative. Graphitization enables you to “Keep Calm and Have IT Your Way“.

What is #Graphitization?

#Graphitization is a data science and enterprise architecture-inspired framework and process model for modeling, ingesting, organizing, analyzing, and visualizing any domain of endeavor by using graphs – networks of connected objects and relationships with each object and relationship annotated with additional descriptive information (metadata).

The primary applications of #Graphitization are:

  • System optimization,
  • Systems life cycle management, and
  • Transformative Change in resulting in positive increases in business value for the system being studied.

A system is defined as any collection of strategies, system components, assets, architectures or processes.

Using #Graphitization

Use graphitization of your organization to help close both the Enterprise Architecture Chasm and the Operational Data Chasm. See below.

Figure 2. Continuous Transformation Framework: Enterprise Architecture Chasm and Operational Data Chasm

Figure 3. Continuous Transformation Framework: Process Groups and Activities

To learn more about other applications of graphitization, check out the following articles:

Best regards and best wishes for the New Year,

Michael Herman (Toronto)
Parallelspace Corporation


Filed under continuous transformation, Crossing the EA Charm, Data Science, Digital Transformation, Enterprise Architecture, Enterprise Architecture Chasm, Graphitization, ModelMate, Operational Data Chasm, Progressive Enterprise Architecture Map (PEAM)

#Graphitization of Ray Dalio’s Principles: Iteration 2

COPYRIGHT © 2016-2017 by Michael Herman, Toronto Canada. All rights reserved.

This article is the third in a series on #Graphitization. Click here to explore the other articles in this series.

Iteration 2 is a small iteration that had a goal of improved key phrase-based exploration and visualization of The Principles of Ray Dalio.  This iteration builds on the ModelMate model of The Principles described earlier in this series: #Graphitization of Ray Dalio’s Principles: Iteration 1 and represents a significant improvement in terms of understanding which principles are realized by specific combinations of key phases.

Iteration 2 uses the same query used in Iteration 1. This time, the Linkurious graph visualization app is used to display the subgraph of all Topics, Principles, Subprinciples, Commentary, Questions, etc. directly or indirectly related to the key phrases “radically” and “transparent”. This concept is represented by the following simple query:

MATCH path =
 WHERE phrase.Phrase CONTAINS "radical"
 OR phrase.Phrase CONTAINS "transparen"
 RETURN path;

The Principles subgraph containing all elements that are directly or indirectly related to the key phrases “radically” and “transparent” is shown below (click to enlarge).

ModelMate-Ray-Dalio-Radically Transparent.png

Figure 1. All Topics, Principles, Subprinciples, etc. with Traceability to the Key Phases “radically” and “transparent”

The underlying graph is implemented using the ModelMate framework and implemented using the Neo4j graph database.

Best regards,

Michael Herman (Toronto)
Parallelspace Corporation


Filed under Automated Enterprise Architecture Modeling, continuous transformation, Data Science, Graphitization, How do we think, ModelMate, Progressive Enterprise Architecture Map (PEAM)

The Fourth Industrial Revolution: Your Roadmap to Digital Transformation [MSFT]


Microsoft has published a new eBook (27 pages) that appears to have multiple titles including:

  • The Fourth Industrial Revolution: Your Roadmap to Digital Transformation
  • Your Roadmap for Digital-First Business: Transformation at Microsoft
  • Digital Transformation in the Fourth Industrial Age

These are all references to the following eBook:

Your Roadmap for A Digital-First Business-Transformation at Microsoft 2016.pdf (click on the second link)

(If the above doesn’t work, you might have to pre-register here:

This publication appears to be sponsored by the Microsoft Dynamics product group.

Best regards,
Michael Herman (Toronto)
Parallelspace Corporation


Filed under continuous transformation, Digital Transformation

ModelMate Architecture Reference Model

[Updated October 28, 2016]

This article describes the architecture reference model for deploying a comprehensive, integrated enterprise architecture modeling and data science platform based on ModelMate.

The audience for this article is IT professionals including enterprise architects, solution architects, and security architects who want increased visibility into the deployment of their custom applications, entire data center environments, business process definitions, and LOB applications such as SAP, Oracle Financials, Salesforce, Microsoft SharePoint, and Microsoft Dynamics CRM.

A primary use case is organizations with a requirement to move one or more on-premise applications or capabilities to the cloud or need a better understanding of how their hybrid on-premise/cloud environments (e.g. Salesforce cloud applications and on-premise or third-party customer loyalty solutions).


Quoting from Crossing the EA Chasm: Open Repository Strategies for Enterprise Architecture, “ModelMate is a working implementation of a Microsoft SQL Server and Neo4j graph database-based repository for managing arbitrarily large collections of arbitrary entities, properties, relationships, views, enable analysis, visualization, and understanding using easily-available open source and COTS (commercial off the shelf) business intelligence (BI), data visualization, and machine learning (ML) platforms, tools and cloud services.”

The primary goal of ModelMate is to provide automated support for the Continuous Transformation Framework of the Progressive Enterprise Architecture Model (PEAM) depicted in Figure 1.


Figure 1. Progressive Enterprise Architecture Model

Continuous Transformation Framework

The Continuous Transformation Framework is a Deming Cycle based on the following 4 phases:

  1. Listening & Learning
  2. Knowledge > New Designs
  3. Plan & Act
  4. Transformative Change > New Outcomes

The Framework is depicted as a continuous cycle as shown in Figure 1 above. The Framework can also be flattened and presented as a (repeating) sequence of 4 processes (Figure 2).


Figure 2. Continuous Transformation Framework

Why all of this discussion about PEAM and the Continuous Transformation Framework? It is because to be able to understand and value the ModelMate Architecture Reference Model, it’s important to understand the class of problems it is trying to solve. Automated support for Continuous Transformation is the pain; ModelMate is the pain killer.

ModelMate Architecture Reference Model

There are 3 high-level layers in the ModelMate Architecture Reference Model:

  • Apps that use the ModelMate repository
  • Continuous Transformation Framework
  • ModelMate Open Hybrid Repository (MOHR)

These 3 layers (and 4 categories of apps) are illustrated in Figure 3.  Each app category corresponds to one phase in the Continuous Transformation Framework.


Figure 3. ModelMate Architecture Reference Model: 3 Layers

The choice of apps that your organization selects for each category depends on the medium-term and long-term drivers and goals for your enterprise architecture program. The app groups map to specific phases of the Framework:

  1. Listen & Learn phase
    • Ingestion
  2. Knowledge > New Designs phase
    • Pure Modeling and Layout apps
    • Modeling, Layout & Visualization apps
    • Data Science apps
    • Custom Mobile and Web apps
  3. Plan & Act phase
    • Program & Project Management apps
  4. Transformative Change > New Outcomes phase
    • Operations and Change Management apps

Figure 4 lists a sample or representative list of applications that can fulfill the needs of each app category (each phase of the Continuous Transformation Framework).


Figure 4. ModelMate Architecture Reference Model: Apps


Ingestion apps are responsible for scanning the enterprise’s operational environment: systems, assets, and processes. Information captured about each entity includes its structure, metadata, performance and usage data.  Operational business data is usually not needed and not captured.

Sources of data include business process logs, configuration management databases, LOB application configurations (SAP, SharePoint, Salesforce, Microsoft Dynamics CRM, Oracle Financials, etc.), operations management systems (Azure OMS, Microsoft System Center, etc.), Microsoft MAP Toolkit, performance monitoring logs, usage and audit logs, etc.

These are inbound data sources used to automatically update and maintain the EA models stored in ModelMate. Ingestion apps are the primary data sources for the Listen & Learn phase of the Continuous Transformation Framework.

Pure Modeling and Layout Apps

There are several types of apps that comprise the Knowledge > New Designs phase of the Framework.  Pure Modeling and Layout Apps are applications that support the manual modeling of entities, relationships, and metadata as well as the manual layout of stakeholder specific views.

The apps in the group do not support any built-in analysis and visualization capabilities beyond manually-created basic views. In addition, pure modeling and layout apps do not include an end-user scripting capability for performing automated, user-defined custom analysis or visualization.

Archi is an example of a pure modeling and layout app.

Modeling, Layout & Visualization Apps

These types of apps support manual modeling of entities, relationships and metadata and the manual layout of stakeholder specific views but also include basic, advanced, and/or custom analysis and visualization capabilities.

BiZZdesign Enterprise Studio and other advanced EA modelers are examples of apps that belong to the Modeling, Layout & Visual Apps group – supporting the needs of the Knowledge > New Designs phase of the Framework.

Data Science Apps

Data Science Apps include non-traditional “enterprise architecture” modeling and analysis apps. This group includes both open sources as well as COTS (commercial off the shelf) data science tools and platforms. Data Science apps provide advanced analysis, machine learning and visualization capabilities enabled through open access to enterprise architecture data via standard protocols and APIs (e.g.ArchiMate Exchange File Format, OData, SQL Server stored procedures, entity models, and advanced query and analysis languages such as R, Cypher, and T-SQL).

Examples of Data Science apps include: R Studio, Microsoft Power BI, Tableau, Domo, Linkurious, Microsoft Excel and the Neo4j graph browser.

Custom Mobile and Web Apps

This is the last group of apps that support the Knowledge > New Designs phase of the Framework and includes both no-code and code platforms for creating custom reporting, analysis, visualization apps.

No-code custom apps designed with Microsoft PowerApps (and Microsoft PowerFlow) are examples of the former; traditional C#/VB.Net, Java, and Node.js/JavaScript apps are examples of the latter.

Program & Project Management Apps

Program & Project Management Apps support the Plan & Act phase of the Framework.

Traditional portfolio, program, and project managements apps are examples of applications in this group. Collaboration tools such as Microsoft SharePoint, Confluence, and Jira can also belong in this group. Collaboration tools can also be considered as “horizontal” solutions that can be used across all phases of the Framework.

Operations and Change Management Apps

All of the effort to create and manage a functioning enterprise architecture solution only realizes direct business value when it leads to Transformative Changes being made in the enterprise’s strategies, systems, assets, and processes; and measurable, positive New Outcomes result from the changes.

Examples of apps in this category include change management applications that support IT Service Management (ITSM) disciplines such as ITIL. ServiceNow is an example of an ITSM app.

Please provide your feedback in the Comments section below or feel free to email me directly.

Best regards,
Michael Herman (Toronto)
Parallelspace Corporation

*ArchiMate is a registered trademark of The Open Group.

All other trademarks, servicemarks, registered trademarks, and registered servicemarks are the property of their respective owners.


Filed under ArchiMate, Automated Application Architecture Analysis, Automated Enterprise Architecture Modeling, Business Value, continuous transformation, Crossing the EA Charm, Data Science, ModelMate, Power BI, Progressive Enterprise Architecture Map (PEAM), Salesforce, SharePoint

Crossing the Enterprise Architecture Chasm


Enterprise Architecture Chasm

What is the Enterprise Architecture Chasm?  First, a quick Google search didn’t find any previous references to the term Enterprise Architecture Chasm, at least not in the context I’m using it.  So what am I talking about?  We need to recognize the difference, the practical gap, that will always exist between EA models, plans, and other artifacts and an enterprise’s actual strategies, systems, assets, and processes. There will always be a gap because of several factors:

  • Time to design
  • Time to plan
  • Time to act
  • Time to operate
  • Time to measure new outcomes

and, lastly, the completeness and faithfulness of transformative changes that are actually implemented relative what’s documented in the enterprise architecture.  Here’s a picture highlighting this gap, the Enterprise Architecture Chasm.


Figure 1. Total Enterprise Architecture Model (TEAM): Enterprise Architecture Chasm

This iterative 4-step management cycle is called the Continuous Transformation Framework. At a given time, there isn’t just 1 Continuous Transformation cycle at work in an organization but there can be several, even hundreds, dependent on the size and complexity of your enterprise.

Homework Question: Which dimensions or metrics can be used to characterize or benchmark the size of the Enterprise Chasm in an organization?

Strategy Chasm

Is the EA Chasm the only chasm?  No.  In most organizations, there is most likely a Strategy Chasm as well – the gap between the organization’s motivations and strategies and what is represented and planned for in the enterprise architecture.  Same set of issues.  They just occur earlier in the process.  Here’s an example of the Strategy Chasm. (Click to enlarge this diagram.)


Figure 2. Team Enterprise Architecture Model (TEAM): Strategy Chasm and Enterprise Architecture Chasm

In the Fall of 2016, two webinars were presented that looked how to extend traditional enterprise architecture methods (e.g. TOGAF) to be more complete/fill in some gaps.  The first talk, 7 Reasons Why IT4IT™ is Good for Architects presented by Dan Warfield and Sven van Dijk, looked to The Open Group’s IT4IT for answers on how to cross the enterprise architecture chasm. The second talk, BIZBOK® Guide and TOGAF® Standard: Business Architecture Value Proposition presented by Chris Armstrong  and Wally McLaughlin, looked at a related set of problems from a Business Architecture and BIZBOK perspective.

To what extent are your EA methods, repositories, and tools helping your organization cross the Strategy Chasm and the EA Chasm?

Will IT4IT and BIZBOK and other methods (e.g. ITIL) help cross or close the gap?

“Time will tell…”

Best regards,
Michael Herman (Toronto)
Parallelspace Corporation

p.s. These diagrams on based on the Progressive Enterprise Architecture Model described here.


Filed under ArchiMate, Architecture Reference Models, continuous transformation, Crossing the EA Charm, Digital Transformation, Enterprise Architecture, Enterprise Architecture Chasm, IoT, ModelMate

How We Think About How We Work

Copyright (c) 2016 Michael Herman (Alberta, Canada) – Creative Commons Attribution-ShareAlike 4.0 International Public License

How do we think about how we work? We rely on a few simple processes. Here is a list:

  • Progressive Improvement & Learning Process (PILP)
  • Continuous Transformation Process (CTP)
  • Deliverable Review: Initiate, Create, Review, Validate & Approve Process (ICRVA Process – “I crave a” Process)
  • Purpose: Awareness, Knowledge, Understanding, and Wisdom

Many thanks go to Alison Williams for helping me to clarify the Continuous Transformation Process (CTP).

Michael Herman (Toronto)

Progressive Improvement through Continuous Transformation

Progressive Improvement thru Continuous Transformation 1-0-1

Progressive Improvement & Learning Process (PILP)

Progressive Improvement A 1-0-1

Progressive Improvement B 1-0-1

Continuous Transformation Process (CTP)

Parallelspace Continuous Transformation 2-0-1

Deliverable Review

Initiate, Create, Review, Validate & Approve (ICRVA) Process (“I crave a” Process)

Parallelspace ICRVA v12-0-2

Parallelspace ICRVA v12-0-2 Complete

The roles in the ICRVA process are based on the RACI matrix of responsibilities.

Content Purpose

– when writing a whitepaper or creating a new presentation

  1. Awareness (An Overview of what is being described (Information))
  2. Knowledge (The “What” of what is being described)
  3. Understanding (The “How” of what is being described)
  4. Wisdom (Deep Knowledge and Understanding acquired through Experience)

By wisdom a house is built, and by understanding it is established; by knowledge the rooms are filled with all precious and pleasant riches. A wise man is full of strength, and a man of knowledge enhances his might, for by wise guidance you can wage your war, and in abundance of counselors there is victory. Wisdom is too high for a fool; in the gate he does not open his mouth. (Proverbs 24:3-7)

Intended Audience Statement (Example)

The intended audience for this tutorial about Structured Credentials is a broad range of professionals interested in furthering the application of Verifiable Credentials technology for use in software apps, agents, and services. The primary audience includes software architects, application developers, and user experience (UX) specialists; as well as people involved in a broad range of standards efforts related to decentralized identity, verifiable credentials, and secure storage.

Michael Herman’s Hierarchies

  • Awareness – Knowledge – Understanding – Wisdom
  • Dream – Desire – Want – Need
  • Sensing – Learning – Training – Experiencing
  • Keywords – (Controlled) Vocabulary – Glossary – Dictionary – Taxonomy – Ontology

Michaels Hierarchies

Product Management: 3 Prioritization Levels

  1. Need to have
  2. Nice to have
  3. *Neat* to have

Scalability Levels


Best regards,
Michael Herman (Toronto)
Parallelspace Corporation


Filed under Architecture Reference Models, continuous transformation, Crossing the EA Charm, Definitions, How do we think, Parallelspace TDM, Process, Progressive Enterprise Architecture Map (PEAM)