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IT Portfolio Management using
Enterprise Architecture
and ITIL® Service Strategy
adapted from presentation given at
PMI Singapore Regional Symposium
4 Oct 2012
1
Please see Acknowledgements & Notices in second last slide
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My Organisation
Institute of Systems Science
www.iss.nus.edu.sg
Part of National University of Singapore
Support national IT competency development needs
Faculty of practitioners from industry with average of more that 15 years experience each
Caters to working IT professionals ■ Post-Graduate Programmes
■ Executive Programmes
• IT Management
• Software Engineering
■ Consulting
■ Industry Research
2
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About Myself
3
ITIL Expert, TOGAF 9 Enterprise Architect,
CITPM (Senior), COMIT, CGEIT,
Chartered IT Professional
20 years of IT management experience
Portfolio Management
Enterprise Architecture and Planning
IT Operations Management
Application Development Management
Process Improvement
Consultancy for private and public sector
CMMI
Enterprise Architecture
Goh Boon Nam
Chief, New Initiatives
Institute of Systems Science
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PORTFOLIO MANAGEMENT
4
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Portfolio vs Programme/Project Mgt
What is the difference between portfolio
management and programme/project
management?
Is it possible to have great programme/project
execution but poor portfolio management?
Anyone heard of lemmings?
5
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Great Project/Programme Execution
Poor Portfolio Management Lemmings – animals claimed to commit mass suicide by jumping down cliffs
Project (individual jump) – well done
Programme (group jump) – well done
Portfolio – Are the right programmes / projects being chosen for implementation?
[Is cliff-jump the right thing to get lemmings to do?]
6
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Portfolio vs Programme/Project Mgt
7
Le
ve
l o
f W
ork
Strategic Pre-Project Project Post-Project
Programme
Management
Tactical
Programme
Management
Project
Management Project
Management
Portfolio Management
Select right things
to do
Do things well
Ensure right things get done
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Portfolio Management
Portfolio
■ is a term that refers to an organization's group of programmes/projects
Portfolio Management
■ the process in which the organisation’s programmes/projects are selected and managed.
The portfolio of programmes/projects is strategically selected to advance the corporation's organisational goals.
8
Programme
ManagementProgramme
Management
Project
ManagementProject
Management
Portfolio Management
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Other Differences - Portfolio Mgt vs
Programme/Project Mgt Strategic level
Whole organisation perspective
Long time horizon for each portfolio plan ■ Say, 3 to 5 years for IT portfolio
■ Minor review & adjustments during the planned period to cater to • Changes in the organisation
• External changes
Continuous journey ■ Major review and update of portfolio plan every few years
• Before current plan expires
• Earlier if there is major change in environment
A Portfolio Plan can be said to be a Master Plan
9
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10
vs
• Would you choose the same IT projects to carry out
for both of these companies?
• What projects would you select for each and how
did your arrive at that answer?
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IT Portfolio Management
Use IT Portfolio Management best practises
to choose the right IT projects/services
■ Enterprise Architecture eg. TOGAF method
■ ITIL Service Strategy
11
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ENTERPRISE ARCHITECTURE
- TOGAF® METHOD
12
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Who are using Enterprise Architecture?
Public Sector Example
■ Singapore Government
• “The (EA) programme aims to establish a federated view of all government agencies' enterprise architectures to optimise government ICT assets for greater cost savings or avoidance.”
Private Organisation Examples
How does EA help them?
13
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Singapore Government EA
Ministry of Education
■ Before EA
• Uncoordinated IT expenditures
• Siloed redundant systems
• Limited IT efficiencies
• Cumbersome systems that prevented agility
■ EA helped
• Reduced number of systems by 44%
• Saved over $25 million
14
Source: http://www.infoworld.com/print/173372
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Proctor & Gamble
■ Before recent launch of EA
• Business processes not end-to-end digital
• Lack of standardisation
• Lack of real-time information
■ EA helped
• Introduce “Going Digital” programme
• Increased business process standardisation by 10%
• Increased end-to-end automation by 10%
• Increased real-time information by 300%
15
Source: http://www.infoworld.com/print/173372
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EA Definition
Gartner
■ Enterprise architecture (EA) is the process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution. (i.e. choosing right things to do)
■ Enterprise architects compose holistic solutions that address the business challenges of the enterprise and support the governance needed to implement them.
16
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EA is NOT Solution Architecture
17
Source : http://www.andyblumenthal.com/2007/08/enterprise-architecture-is-not.html
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One EA Method – TOGAF ADM
The Open Group
■ Vendor and technology-neutral industry consortium
■ Most famous for being the standards body for UNIX and
developer of TOGAF
TOGAF
■ The Open Group Architecture Framework
■ A detailed method and a set of supporting tools for
developing an enterprise architecture
■ TOGAF ADM
■ TOGAF Architecture Development Method
■ A method for developing and managing the lifecycle of an
enterprise architecture, and forms the core of TOGAF
18
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TOGAF Architecture Development Method
19
Business
Vision &
Drivers
Enhanced
Business
Capabilities
Source: http://pubs.opengroup.org/
architecture/togaf9-doc/arch/ © The Open Group
TOGAF
ADM
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Prelim and Vision
20
http://www.youtube.com/watch?v=obcS6BalVh0
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TOGAF Architecture Development Method
21
Business
Vision &
Drivers
Enhanced
Business
Capabilities
Source: http://pubs.opengroup.org/
architecture/togaf9-doc/arch/ © The Open Group
TOGAF
ADM
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Enterprise Architecture – 4 Domains
22
TechnologyArchitecture
Hardware, software, network
Application Architecture
Services
DataArchitecture
Data, information
Business Architecture
Business processes, organization, people
Business Vision & Drivers
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Business Architecture – Example (1)
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Business Architecture – Example (2)
24
Source: http://portal.hud.gov/hudportal/documents/
huddoc?id=DOC_15169.pdf
Duplication
in Functions
Streamlined
Functions
New
Functions
Eg. Foreclosure
Avoidance
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Enterprise Architecture – 4 Domains
25
TechnologyArchitecture
Hardware, software, network
Application Architecture
Services
DataArchitecture
Data, information
Business Architecture
Business processes, organization, people
Business Vision & Drivers
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Application Architecture – Current
26
Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13845.pdf Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13845.pdf
Wasteful
Redundancy
and Siloed
Applications
duplicate
applications
for same
process
applications
cover only a
process & not
whole function
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27
Application Architecture – Target
Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13845.pdf
Streamlined
Portfolio
of
Applications
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Enterprise Architecture – 4 Domains
28
TechnologyArchitecture
Hardware, software, network
Application Architecture
Services
DataArchitecture
Data, information
Business Architecture
Business processes, organization, people
Business Vision & Drivers
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Data Architecture - Target
29
Streamlined
Portfolio of
Data Sources
-Consistent data
- “Single” source
of truth
Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13840.pdf
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Enterprise Architecture – 4 Domains
30
TechnologyArchitecture
Hardware, software, network
Application Architecture
Services
DataArchitecture
Data, information
Business Architecture
Business processes, organization, people
Business Vision & Drivers
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Technology Architecture – Current & Target
31
• Target Future (TF)
• Pilot (P)
• Target Current (TC)
• Maintain (M)
• Obsolete (O)
HUD TRM CATEGORY Parent Name Product
Version HUD TRM
Status
Application Server Software SUN JAVA SYSTEM APPLICATION
SERVER 9 TF
Application Server Software SUNONE APPLICATION SERVER 8.2 TC
Application Server Software SUNONE APPLICATION SERVER 7 M
Application Server Software SUNONE APPLICATION SERVER 6.5 O
Asset Management Tools OPEN VIEW ASSET CENTER 5 TF
Asset Management Tools OPEN VIEW ASSET CENTER 2 TC
Business Intelligence MICROSTRATEGY 8.X TC
Business Intelligence CRYSTAL REPORTS 8.5 M
Business Intelligence CRYSTAL REPORTS 8 O
etc..
Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13829.pdf
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Technology Architecture – Target
32
Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13843.pdf
Streamlined
Technology
Architecture
(example)
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Enterprise Architecture – 4 Domains
33
TechnologyArchitecture
Hardware, software, network
Application Architecture
Services
DataArchitecture
Data, information
Business Architecture
Business processes, organization, people
Business Vision & Drivers
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Creating Target Enterprise Architecture
34
TechnologyArchitecture
Hardware, software, network
Application Architecture
Services
DataArchitecture
Data, information
Business Architecture
Business processes, organization, people
TechnologyArchitecture
Hardware, software, network
Application Architecture
Services
DataArchitecture
Data, information
Business Architecture
Business processes, organization, people
Current Target
EA
Method
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TOGAF Architecture Development Method
35
Business
Vision &
Drivers
Enhanced
Business
Capabilities
Source: http://pubs.opengroup.org/
architecture/togaf9-doc/arch/ © The Open Group
TOGAF
ADM
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Opportunities and Solutions
36
Information Architecture
Current
.......
Target
........
Gaps
.......
Opportunities ........... ...........
Application Architecture
Current
.......
Target
........
Gaps
.......
Opportunities ........... ...........
Technology Architecture
Current
.......
Target
........
Gaps
.......
Opportunities ........... ...........
Business Architecture
Portfolio of IT projects (examples)
1. Upgrade systems, network infrastructure, VPN
2. Increase server capacities
3. Implement enterprise data warehouse & BI
4. Implement CRM solutions
5. Implement Knowledge management
6. Implement B2B partner / customer portal
7. Standardize all application servers
8. Implement security controls on all financial applications
9. Implement workflow / business rules engines
10. Implement mobile sales force
11. etc.Each opportunity can
be an IT initiative
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The Business Value Assessment
Technique
37
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TOGAF Architecture Development Method
38
Business
Vision &
Drivers
Enhanced
Business
Capabilities
Source: http://pubs.opengroup.org/
architecture/togaf9-doc/arch/ © The Open Group
TOGAF
ADM
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Migration Planning (1)
39
Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13831.pdf
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40
Migration Planning (2) Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13840.pdf
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TOGAF Architecture Development Method
41
Business
Vision &
Drivers
Enhanced
Business
Capabilities
Source: http://pubs.opengroup.org/
architecture/togaf9-doc/arch/ © The Open Group
TOGAF
ADM
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42
Source: http://portal.hud.gov/hudportal/documents/huddoc?id=eatpv6.pdf
Implementation Governance (1)
• Governance Process
includes oversight of
• Business Case
• Design
• Acquisition
• Post-Implementation
Review
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TOGAF Architecture Development Method
43
Business
Vision &
Drivers
Enhanced
Business
Capabilities
Source: http://pubs.opengroup.org/
architecture/togaf9-doc/arch/ © The Open Group
TOGAF
ADM
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Architecture Change Management
44
Monitor for Triggers to a new EA cycle:
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TOGAF Architecture Development Method
45
Business
Vision &
Drivers
Enhanced
Business
Capabilities
Source: http://pubs.opengroup.org/
architecture/togaf9-doc/arch/ © The Open Group
TOGAF
ADM
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EA & IT Portfolio Management
For an internal/shared IT service provider
■ EA helps create a Target Architecture/Portfolio aligned to the enterprise’s needs
For an external IT service provider
■ There are advantages to plan from the customer’s perspective to offer them a Target Architecture/ Portfolio aligned to the customer’s needs
EA has a detailed and mature (v9) process to help
■ Produce the Portfolio / Target Architecture
■ Govern the implementation of the Portfolio
EA-trained professionals already exists in many organisations
EA training and international certification is available in Singapore
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EA & IT Portfolio Management
47
Number of TOGAF Certified professionals:
15,000 +
globally
900+
in
Singapore
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ITIL® SERVICE STRATEGY
48
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What is ITIL?
Originally stood for IT Infrastructure Library ■ Books on IT Management Best Practises developed by UK
Government with the help of industry practitioners
■ Originally for IT Infrastructure but now covering IT Services in general
Complements IT project mgt & IT development management
Covers the IT service management aspect required for the full lifecycle management of IT Services (before, during and after completion of a project) – ■ 26 management processes
Internationally recognised and widely adopted ■ Individual professional ITIL certifications/qualifications
■ Organisational certification through related ISO20000
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ITIL
50
Select right
things to do Do things well
Strategy Design Transition Operation Improvement
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office
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Service knowledge management system
Service portfolio
Service
pipeline
Service
catalogue
Retired services
Customer/support
team viewablesection of the
service portfolio
(the servicecatalogue, with
selected fieldsviewable)
Serv
ice li
fecycle
Service status
Requirements
Definition
Analysis
Approved
Chartered
Design
Development
Build
Test
Release
Operational/live
Retiring
Retired
ITIL ® Service Portfolio
51
Service Strategy
helps to plan and govern
the implementation of
Service Portfolio e.g.:
New IT services or enhancements
to add to the Service Pipeline
IT services to be retired
Existing
IT services
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office
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ITIL ® Service Portfolio Management
Initiate Portfolio Review
Portfolio Review
■ “Define”
• E.g. External service provider definition of which services to provide
■ “Analyse”
■ “Approve”
■ “Charter” / “Retire”
( “Strategy Execution” - part of another ITIL® process known as Strategy Management process )
Refresh Portfolio
52
© Crown Copyright 2011
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Service Portfolio Management - Define
“Step 1 – Define the market and identify customers
Step 2 – Understand the customer
Step 3 – Quantify the outcomes
Step 4 – Classify and visualize the service
Step 5 – Understand the opportunities (market spaces)
Step 6 – Define services based on outcomes
Step 7 – Service models
Step 8 – Define service units and packages”
53
© Crown Copyright 2011
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Market / Customers
■ Fixed
• Parent organisation of an internal service
provider
■ Strategic choices can be made:
• Industry
• Geography
• Scale
• Demography (eg. if consumer IT service)
54
Step 1 – Define the markets & identify
customers
© Crown Copyright 2011
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Desired business outcomes ■ Increase revenue
Customer assets (see right)
Constraints ■ Eg. inability to continue service should a
disaster occur
Perception & measurement
of value / Quantify outcome ■ Objective / Metric / Desired Outcome
■ “Recover Services From Major Disruptions Within x Business Time-frame”
55
Examples of Customer assets
Network
Server
Storage
Facility
Application
A1
A2
A3
A4
A5
Step 2 – Understand the customer
Step 3 – Quantify the Outcomes
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office
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56
A1
- N
etw
ork
A2
- S
erve
r
A3
- S
tora
ge
A4
- F
acili
ty
Etc…
U1 - Train
U2 - Support
U3 - Maintain
U4 - Design
U5 - Implement
U6 - Host
etc…
Step 4 – Classify & Visualise the
service
Also combine with
- Industry
- Geography
- Scale
- Demography
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office
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Less promising green
tomatoes
(maybe invest later)
Inedible but promising
tomatoes
(probably invest later)
Imperfect but
edible tomatoes
(maybe invest now)
Late blossoms and
small green tomatoes
(probably never invest)
Rotten tomatoes (never invest) Ripe tomatoes (invest now)
Value-to-cost
0
Lo
wer
Vo
lati
lity
Hig
her
1.0 > 1.0
Step 5 – Understand the market spaces
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office
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Step 6 – Define services based on
outcomes
58
Lines of service Outcomes supported Constraints removed
Mobile workplace
services
Credit-reporting
services
Business continuity
services
f ield staf f securely
access enterprise
applications
loans of f icers
determine credit
rating of applicants
business processes
continue to operate
being constrained by
location or time
disruption or loss
from failures or
disastrous events
provide value
to the
customer
when
without
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office
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Step 7 – Develop service model
59
Example of Service Model – Business Continuity Service
http://networld-ic.com/managementsystem-en/datacenter-disaster-recovery/Default.aspx
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Step 8 – Define service package
Core Service ■ Delivers the basic outcome required
■ E.g. Disaster recovery centre for business continuity service
Enabling Service ■ Needed for core service but not
visible to business customer
■ E.g. Electricity supply to disaster recovery centre
Enhancing Service ■ Not necessary in the core service
■ Makes service attractive
■ E.g. good transport & catering service for staff carrying out disaster recovery work
60
Service package
Core service
Enabling service Enhancing service
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office
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ITIL ® Service Portfolio Management
Initiate Portfolio Review
Portfolio Review
■ “Define”
• E.g. External service provider definition of which services to provide
■ “Analyse”
■ “Approve”
■ “Charter” / “Retire”
“Strategy Execution” (part of another ITIL® process known as Strategy Management process)
Refresh Portfolio
61
Less promising green
tomatoes(maybe invest later)
Inedible but promising
tomatoes(probably invest later)
Imperfect but
edible tomatoes(maybe invest now)
Late blossoms and
small green tomatoes (probably never invest)
Rotten tomatoes (never invest) Ripe tomatoes (invest now)
Value-to-cost
0
Lo
we
r
Vo
latility
Hig
he
r
1.0 > 1.0
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office
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SUMMARY
62
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Summary
Portfolio management – important as it chooses the right things to do and ensures they get done
For IT portfolio management, EA and ITIL ® Service Strategy are available as best practises
EA and ITIL SS can be complementary
■ EA plans portfolio from enterprise perspective
■ ITIL ® SS plans portfolio more from service provider perspective (while taking value to customer into consideration)
EA (TOGAF) and ITIL ® both internationally recognised and adopted
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For Further Information
Please refer to:
http://www.iss.nus.edu.sg/
Or email Goh Boon Nam at:
[email protected]
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Acknowledgements & Notices
ITIL® is a registered trade mark of the Cabinet Office
The Swirl logo™ is a trade mark of the Cabinet Office
Quoted text is from ITIL® Service Strategy © Crown Copyright 2011. Reproduced under licence from the Cabinet Office. [Any original emphasis excluded. Emphasis then added for purpose of this presentation.]
Text in italics is based on Cabinet Office ITIL® material. Reproduced under licence from the Cabinet Office
TOGAF® is a registered trademark of The Open Group in the United States and other countries
© 2011 NUS unless otherwise stated.
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