The document describes how TOGAF was used to establish a people enablement capability within a strategic transformation project at a major South African financial institution. The project aimed to decrease development time, improve quality and collaboration, and adopt best practices. It involved creating a new integrated SDLC method and implementing collaborative tools, and enabling 1200 staff across business units. Traditional training approaches failed due to constraints. TOGAF was used to define the people, processes, tools, and information systems architectures needed for a sustainable internal training capability to continuously update staff on the new methodology and tools. Role-based simulations, eLearning, and other approaches were implemented within budget. Over 4500 training interventions were successfully delivered within 9 months.

1. Using TOGAF® to Establish a
People Enablement Capability
within a Strategic Transformation Project
Presented by
Louw & Elize Labuschagne
1
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2. Introduction
•
A major financial institution in South Africa initiated a Strategic Improvement
Project within their Group Technology department to:
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•
•
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Decrease development time
Improve quality
Improve collaboration
Adopt industry best-practice
Implement integrated development toolset
The scope of the project included:
 The creation of a new integrated SDLC method that aligns internal SDLC
practices with industry best practices
 The implementation of Collaborative Lifecycle Management tools
 The enablement of 1200 staff members, across the business, to use both tools
and methodology on new product development projects
•
Our involved started when the project came under pressure after traditional
change management and training approaches failed due to specific
constraints in the environment.
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3. Why a People Enablement Capability?
1
RUP
SOA
2
Project
Requirement
Traditional Training Approach
UML
Integrated Toolset
2012
Best Practices
2013
2014
2015
Train 1200 delegates on all the method
and tool content using a traditional
classroom training approach
The limited training budget did not allow for this
approach
2012 April
Version 3
3
3
2012 June
Version 4
The SDLC method is updated
on a regular basis to
incorporate lessons learned
on innovation projects and
2013 May
Version thus the organisation required
7.1
a sustainable internal people
enablement capability to
continuously update and
deliver the training curriculum.
2013
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March
Version 7
2012
December
Version 6
4
2012
August
Version 5
Staff turnover requires constant
training to be provided

4. Context: Strategic Improvement Project focused on SDLC
Identification
Integrated Product Development Lifecycle
(Project Management Office responsibility)
Concept
Systems Development Lifecycle
Requirements
Preliminary
Design
Detailed Design
Implementation
Operation
ISO 15704 Requirements for enterprise-reference architectures and methodologies
Decommission
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5. Using TOGAF to Establishing a People Enablement Capability
•
People Dimension
• Trainers (Methodology, Modelling & Tools)
• Training Admin (Scheduling,Venue, Completion Tracking,etc)
• Content Authors (Content Creation, Update, Audit etc)
• SDLC Tool Support Team
• Help Desk Staff
• SDLC Method Governance Forum (Identify impact on training before
approving changes to the SDLC Method)
• eLearning Development Team
•
Process Dimension
• Delivery Processes
• Administration Processes
• Support Processes
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Material / Tool Dimension
• Virtual Learning Environment
• Training Venue & equipment
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Reference: Capability-Based Planning – TOGAF 9.1, Chapter 32

6. Architecture Vision: HR & Project Leadership
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7. Architecture Vision: Operational Teams
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8. Business Architecture: Challenges
• Limited budget and time frame for delivering on the project
• Large volume of people making class room only delivery
impossible
• People distributed over 3 location – trainers have to fly to reach
delegates
• SDLC Method is new and still being updated on a quarterly
basis to include lessons learned from pilot projects
• Role accountability in the SDLC and organisation not stable,
making role-based training difficult
• The use of structured methodologies and formalised modelling
notations in the organisation is very low, leading to a challenge
presenting a class on a specific level of understanding
• The management and support of the SDLC is distributed across
different business units, making communication and
collaboration more difficult
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9. Business Architecture: Identifying key SDLC roles &
functions
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10. Business Architecture: Key Insights
• We analysed the target audience based on
interviews, work sessions and sample tests, a set
of Method Readiness Check (MRC) questions
were created using a Virtual Learning
Environment.
• These MRC questions test the basic background
knowledge of the candidate in using a standard
method, UML, SOA and OO Analysis and Design
techniques.
• Questions banks are selected for the user based
his role in the organisation, thus
project managers will not receive
questions about OO Analysis.
• The result is used to create a custom curriculum
per delegate and the system is configured to
allow the delegate to only register for courses
where the report indicate a gap.
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11. Information Systems Architectures
• Using a Virtual Learning Environment enables us to:
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Tracking Learners progress
Learner Performance
Integrate into Bank’s Learning management Systems
Scheduling of courses
HR training delivery performance
Training Content delivery
Training content distribution
Training content update
Manage frequent updates to method content through the
use of eLearning modules
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12. Information Systems Architectures: Application
Structure
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13. Technology Architecture
• The deployment of traditional eLearning
content through a cloud solution was not
viable in this environment due to Internet
bandwidth constraints
• security concerns
• performance from multiple sites
• and the number of staff to be trained
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14. Our Proposed Solution
Management identifies
candidates for
implementation projects
SDLC Method
Role-based Simulation Training
Business
Analyst
Project
Manager
Role-based
Method
Readiness
Check
Create deliverables per
SDLC Method phase
for your role.
Designer
Use Tools to create the
deliverables
Developer
Systems
Analyst
Tester
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Collaborate with
other roles to
complete the
deliverables per
phase.
Knowledgeable candidate can
join the simulation training
Solutions
Architect
Candidate do not have minimum
background
Candidate must clear the hurdles identified in Readiness
check by completing either classroom or eLearning training
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Candidate did
not achieve
minimum level
of competence
Simulation Training
Assessment Results
Candidate Pass
Rolebased
Method
Readiness
Check

15. Roadmap
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16. Architecture Governance
This archiMate diagram was created by
Operational support team to communicate
tasks that must be performed between team
members and the client. The HR admin
department is using this model in the bank to
ensure that they are following the correct
procedure.
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17. Architecture Change Management
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18. Role-play Components of the Exec Training
• Money Cards
– The currency used to pay for project execution
• Role Cards
– Represent the roles that can be fulfilled on the project team delivering the solution
• Work Product Cards
– Represent the work products that can be produced by the project team delivering the
solution
• Tool Cards
– Represent the productivity tools used by the project team delivering the solution to
create work products
• Event Cards
– Represents events that occur and affect the project during its execution
– Events can earn a project more money or cost the project money
• Question Cards
– Rolling set of knowledge questions for additional funds for each phase of the project
• Project Support Tokens
– A means to get assistance/advice while executing a phase
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19. What we achieved
1
RUP
SOA
2
Project
Requirement
Traditional Training Approach
UML
4500 training interventions
Integrated Toolset
delivered in 9 months using
only 3 trainers – HR received
an award for the successful
roll-out. 4
2012
Best Practices
2013
2014
2015
Train 1200 delegates on all the method
and tool content using a traditional
classroom training approach
The limited training budget did not allow for this
approach
2012 April
Version 3
3
19
2012 June
Version 4
The SDLC method is updated
on a regular basis to
incorporate lessons learned
on innovation projects and
2013 May
Version thus the organisation required
7.1
a sustainable internal people
enablement capability to
continuously update and
deliver the training curriculum.
2013
www.csInteractiveTraining.com
March
Version 7
2012
December
Version 6
2012
August
Version 5
Staff turnover requires constant
training to be provided

20. Thank You
20
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