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Lean Enterprise Architecture (The Course)

A Practical Guide to Value-Driven Enterprise Architecture

Romano Roth and Dietmar Wettach

Lean Enterprise Architecture (LEA) redefines EA as a lean, value-driven discipline that bridges strategy, business, and technology. Instead of static blueprints, this course shows you how to build adaptive architectures, enable transformation, and create measurable impact with practical methods, tools, and case studies. Whether you are an enterprise architect, IT strategist, or business leader, LEA equips you to lead with clarity, agility, and influence.

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About

About

About the Course

Lean Enterprise Architecture (LEA) is a practical, value-driven guide to enterprise architecture for organizations that need to change fast.

Roughly two out of three EA initiatives fail because they operate as ivory towers, producing artifacts that nobody uses. This course teaches you how to avoid that fate. It treats enterprise architecture as a leadership discipline that connects strategy with execution and business with technology, and it applies a lean philosophy throughout: start small, deliver value early, and expand only where the organization genuinely benefits.

Every lesson stands on its own, so you can read the course end to end or go straight to the topic you need. 32 lessons in seven parts cover the full spectrum of EA practice, from foundations to governance, methods, and AI. Lessons open with learning objectives and close with key takeaways, and close to 100 diagrams support the text. LEA is also the lecture companion for the CAS Enterprise Architecture program at HSLU (Hochschule Luzern).

You will learn how to:

  • Position EA as a steering instrument that translates strategy into roadmaps and traceable decisions.
  • Design business architectures with capability maps and use them to plan your application landscape.
  • Drive enterprise transformation and change management with proven frameworks and patterns.
  • Set up governance that works: project portfolio management, IT controlling, and compliance without heavyweight bureaucracy.
  • Model and communicate with TOGAF, Zachman, ArchiMate, BPMN, DMN, UML, and C4.
  • Navigate today's technology landscape, from cloud-native platforms and API-first integration to FinOps.
  • Work with artificial intelligence as an enterprise architect, from fundamentals to AI strategy and daily practice.

Who is this course for?

For enterprise architects, business architects, solution architects, IT strategists, and transformation professionals who want to strengthen their practice, and for students of the CAS Enterprise Architecture program. Whether you come from a technical background moving toward strategy or from a business background seeking to understand technology decisions, this course meets you where you are.

Why this course?

Because organizations need architects who reduce decision latency and integration risk, and who lead with influence rather than documents. "Lean" means prioritizing practical relevance over theoretical completeness: every lesson gives you knowledge you can apply immediately in your own organization.

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Instructors

About the Instructors

Romano Roth

I believe the next competitive edge isn’t AI itself, it’s the organisation around it. Feedback loops, governance, and continuous adaptation across people, process, and technology.

With over two decades in the technology sector, I focus on AI-augmented delivery, platform engineering, and enterprise evolution. As Group Chief AI Officer (CAIO) at Zühlke, I shape the global strategy and service portfolio for AI-Augmented Delivery & Platform, AI integration, platform engineering, and cloud solutions. My work redefines how organizations innovate, adapt, and scale in industries such as finance, insurance, cybersecurity, energy, healthcare, and aerospace.

In a world reshaped by Artificial Intelligence (AI), I believe the key to resilience and competitiveness lies in becoming AI-augmented, AI-enabled, and ultimately AI-native: a new operating model driven by feedback loops, intelligent workflows, and self-learning systems that place customer success at the center. I empower companies to continuously create value by harmonizing people, processes, technology, and AI.

I began my journey at Zühlke more than two decades ago, evolving from software engineer and architect to trusted consultant, and now to my leadership role as Chief AI Officer. My passion for value creation through automation and quality led me from engineering into the DevOps movement and further into the forefront of enterprise transformation.

I organize the monthly DevOps Meetup in Zürich and serve as president of DevOpsDays Zürich, an annual conference within the global DevOps movement. I share my insights via my YouTube channel, with over 500 videos, and through well over 30 blog articles focused on DevOps, architecture, leadership, and transformation.

My commitment to thought leadership and education extends to my role as a lecturer in DevOps leadership, agile methodologies, digital transformation, and enterprise architecture at the Lucerne University of Applied Sciences and Arts. I champion a culture of innovation and agility, helping enterprises evolve into adaptive systems capable of thriving in complex, fast-changing environments.

My work has been recognized through several awards and honors, reflecting my contributions to technology leadership and digital transformation.

The Leanpub Podcast

Episode 321

An Interview with Romano Roth

Dietmar Wettach

80 per cent of successful attacks on ICT infrastructure trace back to the human factor – more often a misunderstanding than an act of intent. With one foot firmly planted in ICT security, I want to play my part in making sure enterprise architecture is not just designed on paper, but genuinely lived.

I currently work as IAM Solution Engineer in Switzerland, where I am responsible for the global roles and permissions concept, working closely with both the architecture team and the people who use these systems every day. Identity and Access Management, and Identity Governance and Administration (IGA), have been my focus for more than ten years.

This specialisation grew out of earlier years as team and project lead at the intersection of IT strategy, organisational change and technical delivery, including leadership and consulting roles in Switzerland. That period sharpened a conviction I still hold: architecture only works if the people who use it every day help carry it.

The foundation for all of this is over twelve years of international experience in the SAP environment, where I was responsible for ERP landscapes, process integration and system architectures across multiple industries. That time gave me an instinct for how complexity builds up – and how governance fails the moment architecture is treated as a mere formality.

I bring this same conviction into teaching. As Head of Program at the Lucerne University of Applied Sciences and Arts, I am responsible for the CAS Enterprise Architecture, the CAS Cloud Platform Manager and the CAS Digital Transformation. My aim there is the same as in my daily work: to keep architecture and technology anchored to those have to understand, apply and ultimately trust them.

Throughout, I have looked at enterprise architecture from two sides that overlap more than they differ: as a practitioner among its users, shaped by my time in SAP, at SWISS and at Swisscom, and through the lens of compliance, governance and security. Both keep bringing me back to the same starting point – the 80 per cent that decides whether architecture stays on paper or is genuinely lived is human.

Material

Course Material

  • Forewords for Lean Enterprise Architecture

  • Foreword by Prof. Dr. Oliver T. Gilbert

  • Foreword by Prof. Markus Dobbelfeld

  • Introduction

  • Why Enterprise Architecture Matters

  • Exercise 1

  • Who This Course Is For

  • How This Course Is Structured

  • How to Use This Course

  • The Lean Approach

  • Three Dimensions: Process, Organization, Technology

  • Exercise 2

  • CAS Module-to-Lesson Mapping

  • Summary

  • Quiz 1

    1 attempt allowed

  • Part I: EA Foundation

  • EA Foundation

  • Learning Objectives

  • What Is Enterprise Architecture?

  • Exercise 3

  • Business-IT Alignment

  • Exercise 4

  • EA as a Means to an End

  • Exercise 5

  • EA Elaboration Approaches

  • Exercise 6

  • Levels and Styles of Modeling

  • Exercise 7

  • The EA Lifecycle

  • The Zachman Framework

  • The TOGAF Architecture Development Method

  • Exercise 8

  • The Four Layers of Enterprise Architecture

  • Exercise 9

  • Planning Levels and Horizons

  • Exercise 10

  • EAM as the Spider in the Web

  • Exercise 11

  • Summary

  • Exercise 12

  • Key Takeaways

  • Exercise 13

  • Quiz 2

    1 attempt allowed

  • Roles in Enterprise Architecture

  • Learning Objectives

  • The Enterprise Architect as Nexialist

  • Exercise 14

  • The Architect Elevator

  • Exercise 15

  • Enterprise, Solution, and Application Architecture

  • Exercise 16

  • ICT Role Categories

  • Exercise 17

  • EA Organizational Models

  • Exercise 18

  • Governance and Leadership Roles

  • Exercise 19

  • Architecture Function Engagement Levels

  • Exercise 20

  • Architecture Function Service Catalog

  • Exercise 21

  • EA Certifications

  • Exercise 22

  • Practical Advice for New Enterprise Architects

  • Exercise 23

  • The Enterprise Architect’s Stakeholder Relationships

  • Exercise 24

  • Summary

  • Exercise 25

  • Key Takeaways

  • Exercise 26

  • Quiz 3

    1 attempt allowed

  • EA Communication and Stakeholder Management

  • Learning Objectives

  • The Communication Challenge

  • Exercise 27

  • Stakeholder Analysis and Segmentation

  • The Power-Interest Grid

  • A Three-Phase Stakeholder Process

  • Communicating Architecture Decisions: The Right Message for the Right Audience

  • Stakeholder Communication Profiles

  • 1. C-Level (CEO, CFO, CIO)

  • 2. Product / Business Owners

  • 3. Engineering Teams

  • 4. Project Managers

  • Shared Architecture Language

  • Exercise 28

  • Communication Frameworks

  • SCQA (Situation, Complication, Question, Answer)

  • The Pyramid Principle

  • Storytelling for Architects

  • The Architect Elevator

  • Visualization as Communication

  • Exercise 29

  • Architecture Decision Records

  • ADR Best Practices

  • ADR Example

  • Exercise 30

  • Communication Channels and Cadences

  • Formal Channels

  • Informal Channels

  • Documentation

  • Architecture Calendar

  • Exercise 31

  • Influencing Without Authority

  • Exercise 32

  • Arguing for EAM Internally

  • Personal Benefit as the Primary Driver

  • Operational Excellence vs. Strategic Excellence

  • Why EAM Introductions Fail

  • Managing Architectural Disagreements

  • Choosing Your Communication Frameworks

  • Exercise 33

  • Summary

  • Exercise 34

  • Key Takeaways

  • Exercise 35

  • Quiz 4

    1 attempt allowed

  • Lean EAM

  • Exercise 36

  • Learning Objectives

  • Why Traditional EAM Fails

  • With Empathy

  • Without Empathy

  • From Anti-Patterns to Waste

  • Exercise 37

  • Success Factors for Lean EAM

  • 1. Customer Value Orientation

  • 2. Benefit Through Usage (Nutzen durch Nutzung)

  • 3. No Ballast

  • 4. Agility

  • 5. Qualitative Data Basis

  • 6. Staged Expansion

  • 7. Error Correction and Bottleneck Removal

  • Exercise 38

  • The Three-Speed Model

  • Exercise 39

  • Minimum Viable EA

  • Exercise 40

  • Practical Tips

  • Exercise 41

  • Summary

  • Exercise 42

  • Key Takeaways

  • Exercise 43

  • Quiz 5

    1 attempt allowed

  • EAM Maturity

  • Exercise 44

  • Learning Objectives

  • Exercise 45

  • Hanschke’s EAM Maturity Model

  • Exercise 46

  • Assessment Dimensions

  • Exercise 47

  • CMMI as a Reference Framework

  • Exercise 48

  • Conducting a Maturity Assessment

  • Exercise 49

  • Common Pitfalls in Maturity Assessment

  • Exercise 50

  • The Growth Path

  • Exercise 51

  • Beyond Steering: The Adaptive Horizon

  • Exercise 52

  • Connection to Lean EAM

  • Exercise 53

  • Summary

  • Exercise 54

  • Key Takeaways

  • Exercise 55

  • Quiz 6

    1 attempt allowed

  • Part II: Strategy & Transformation

  • Enterprise Transformation

  • Learning Objectives

  • The Transformation Challenge

  • Exercise 56

  • IT Strategy Development

  • Exercise 57

  • Architecture States and Gap Analysis

  • Exercise 58

  • Transformation Roadmap

  • Migration Patterns

  • Exercise 59

  • Organizational Design

  • Three Organizational Structures

  • Team Topologies

  • Exercise 60

  • Value Stream Management

  • Value Stream Mapping

  • Minimizing Dependencies

  • Exercise 61

  • OKRs vs. KPIs

  • OKR Cascading

  • OKR Pitfalls

  • Exercise 62

  • Product Thinking

  • Output, Outcome, Impact

  • From Projects to Products

  • Build-Measure-Learn

  • Exercise 63

  • Multiple Criteria Decision Analysis (MCDA)

  • The Eight Steps of MCDA

  • Worked Example: Architecture Style Selection

  • Why MCDA Matters for Enterprise Architects

  • Exercise 64

  • Connecting the Dots

  • Twelve Keys to Successful Transformation

  • Exercise 65

  • Summary

  • Key Takeaways

  • Exercise 66

  • Quiz 7

    1 attempt allowed

  • Change Management

  • Learning Objectives

  • Exercise 67

  • Beckhard’s Model

  • Exercise 68

  • The Change Management Workflow

  • Exercise 69

  • Three Classic Models

  • The Kuebler-Ross / Streich Change Curve

  • Kotter’s 8-Step Model

  • The St. Gallen Management Model

  • Exercise 70

  • Culture as a Mission-Critical Factor

  • Exercise 71

  • Change Communication

  • Exercise 72

  • Lessons from Practice

  • Exercise 73

  • Change Management Do’s and Don’ts

  • Exercise 74

  • Enterprise Architecture and Change

  • Legacy Decommissioning: Live and Let Die

  • Exercise 75

  • Introducing EAM as a Change Challenge

  • Exercise 76

  • Agile and DevOps Adoption as Change Management

  • Exercise 77

  • Summary

  • Key Takeaways

  • Exercise 78

  • Quiz 8

    1 attempt allowed

  • Part III: Architecture Domains

  • Business Architecture

  • Exercise 79

  • Learning Objectives

  • Business Architecture vs. Enterprise Architecture

  • Exercise 80

  • The Business Model as Heart and Soul

  • Exercise 81

  • Four Key Elements of Business Architecture

  • Capabilities

  • Value Streams

  • Organization

  • Information

  • Exercise 82

  • Process Management in the EA Context

  • Exercise 83

  • Business-to-IT Alignment

  • Exercise 84

  • The Inverse Conway Maneuver and Organization 4.0

  • Exercise 85

  • Porter’s Value Chain

  • Exercise 86

  • Wardley Mapping

  • Exercise 87

  • Operating Model Canvas

  • Exercise 88

  • Summary

  • Key Takeaways

  • Exercise 89

  • Quiz 9

    1 attempt allowed

  • Capability Mapping

  • Exercise 90

  • Learning Objectives

  • Why Capabilities Matter

  • Exercise 91

  • What Makes a Good Capability

  • Exercise 92

  • Structuring a Capability Map

  • Exercise 93

  • Capability Decomposition

  • Exercise 94

  • Linking Capabilities to Architecture

  • Exercise 95

  • Heatmaps and Assessments

  • Exercise 96

  • Creating a Capability Map

  • Exercise 97

  • Common Pitfalls

  • Exercise 98

  • Capability-Based Planning

  • Exercise 99

  • Summary

  • Key Takeaways

  • Exercise 100

  • Quiz 10

    1 attempt allowed

  • Information Architecture

  • Exercise 101

  • Learning Objectives

  • Information Architecture in the EA Context

  • Exercise 102

  • The Five Pillars of Information Architecture

  • Exercise 103

  • Navigation Design

  • Exercise 104

  • Information Architecture in the Enterprise

  • Exercise 105

  • Taxonomies and Controlled Vocabularies

  • Exercise 106

  • IA Deliverables

  • Exercise 107

  • IA Testing and Validation

  • Exercise 108

  • Summary

  • Exercise 109

  • Key Takeaways

  • Exercise 110

  • Quiz 11

    1 attempt allowed

  • Application Landscape Planning

  • Learning Objectives

  • The Concept of Application Landscape Planning

  • Exercise 111

  • Analyzing the Current Landscape

  • Exercise 112

  • Designing the Target Landscape

  • Exercise 113

  • Application Portfolio Assessment

  • Exercise 114

  • System Criticality Assessment

  • Exercise 115

  • Rationalization

  • Exercise 116

  • Building the IT Roadmap

  • Exercise 117

  • Landscape Visualization

  • Exercise 118

  • Connecting to Strategic Planning

  • Exercise 119

  • Summary

  • Exercise 120

  • Key Takeaways

  • Exercise 121

  • Quiz 12

    1 attempt allowed

  • Data Architecture

  • Learning Objectives

  • Data Architecture Layers

  • Exercise 122

  • Data Governance Framework

  • Roles and Responsibilities

  • Policies and Standards

  • Data Lifecycle

  • Exercise 123

  • Master Data Management

  • MDM Styles

  • Exercise 124

  • Data Quality

  • Exercise 125

  • Modern Data Architecture Patterns

  • Exercise 126

  • Regulatory Considerations

  • Exercise 127

  • Data Catalog and Metadata Management

  • Exercise 128

  • Data Deletion and Decommissioning

  • Exercise 129

  • Summary

  • Key Takeaways

  • Exercise 130

  • Quiz 13

    1 attempt allowed

  • Integration Architecture

  • Learning Objectives

  • Evolution of Application Architecture

  • Exercise 131

  • Integration Patterns

  • Point-to-Point

  • Hub-and-Spoke (ESB)

  • Event-Driven Architecture

  • API-Led Connectivity

  • Integration Platform as a Service (iPaaS)

  • Pattern Comparison

  • Exercise 132

  • API Architecture

  • API Styles

  • API Management

  • API-First Design

  • Exercise 133

  • Event-Driven Architecture in Depth

  • Event Patterns

  • Apache Kafka

  • Exercise 134

  • Data Integration

  • Exercise 135

  • Integration Security

  • Exercise 136

  • Integration Governance

  • Exercise 137

  • Choosing the Right Integration Pattern

  • Exercise 138

  • Integration Scenarios

  • Exercise 139

  • Integration Testing

  • Exercise 140

  • Summary

  • Key Takeaways

  • Exercise 141

  • Quiz 14

    1 attempt allowed

  • Part IV: Governance & Steering

  • Governance and Compliance

  • Learning Objectives

  • What Is EA Governance?

  • Exercise 142

  • The EA Governance Framework

  • Architecture Foundation and Repository

  • Architecture Processes

  • Competency Management

  • Leadership and Organizational Roles

  • Beyond the Classical Boards: CAB and AIR Board

  • Boards and Core Processes: Who Governs What?

  • Process Layers and Time Horizons

  • Boards in Time: Mapping Governance to the Speed of Decisions

  • Architecture Metrics

  • EA-Specific Balanced Scorecard

  • Exercise 143

  • Three Lines of Defense

  • Exercise 144

  • EA Frameworks Overview

  • Exercise 145

  • Technical Debt

  • Exercise 146

  • EA Organizational Structures

  • Exercise 147

  • Governance Roll-Out

  • Exercise 148

  • Summary

  • Exercise 149

  • Key Takeaways

  • Exercise 150

  • Quiz 15

    1 attempt allowed

  • Project Portfolio Management

  • Exercise 151

  • Learning Objectives

  • From Single Projects to Portfolio Thinking

  • Exercise 152

  • Portfolio Governance

  • Exercise 153

  • Portfolio Categories

  • Exercise 154

  • Decision Criteria and Visualization

  • Exercise 155

  • Synchronization and Cadence

  • Exercise 156

  • How Architecture Informs Portfolio Decisions

  • Exercise 157

  • Anchoring EAM in Portfolio Management

  • Exercise 158

  • From Projects to Products

  • Exercise 159

  • Summary

  • Exercise 160

  • Key Takeaways

  • Exercise 161

  • Quiz 16

    1 attempt allowed

  • IT Controlling

  • Exercise 162

  • Learning Objectives

  • Getting Started

  • Strategic IT Controlling

  • EAM-Specific Controlling Metrics

  • Exercise 163

  • Operational IT Controlling

  • Exercise 164

  • KPIs for IT Management

  • Exercise 165

  • IT Cost Transparency

  • Exercise 166

  • Connection to Enterprise Architecture

  • Exercise 167

  • FinOps: Cloud Cost Management

  • Exercise 168

  • Technology Business Management (TBM)

  • Exercise 169

  • Chargeback vs. Showback

  • Exercise 170

  • Summary

  • Exercise 171

  • Key Takeaways

  • Exercise 172

  • Quiz 17

    1 attempt allowed

  • Part V: Methods & Tools

  • TOGAF

  • Learning Objectives

  • History and Evolution

  • Exercise 173

  • The Architecture Development Method (ADM)

  • Preliminary Phase

  • Phase A: Architecture Vision

  • Phase B: Business Architecture

  • Phase C: Information Systems Architecture

  • Phase D: Technology Architecture

  • Phase E: Opportunities and Solutions

  • Phase F: Migration Planning

  • Phase G: Implementation Governance

  • Phase H: Architecture Change Management

  • Requirements Management

  • Exercise 174

  • The Architecture Repository

  • Exercise 175

  • TOGAF 10 Modularity

  • Exercise 176

  • Tailoring the ADM

  • Exercise 177

  • TOGAF Certification

  • Exercise 178

  • Relationship to Other Frameworks

  • Exercise 179

  • Critical Assessment

  • Exercise 180

  • Summary

  • Exercise 181

  • Key Takeaways

  • Exercise 182

  • Quiz 18

    1 attempt allowed

  • Zachman Framework

  • Exercise 183

  • Learning Objectives

  • The Engineering Analogy

  • Exercise 184

  • The 6x6 Matrix

  • The Six Interrogatives (Columns)

  • The Six Perspectives (Rows)

  • The Matrix

  • Exercise 185

  • The Zachman Framework as Completeness Checklist

  • Exercise 186

  • Zachman vs. TOGAF

  • Exercise 187

  • Modern Relevance

  • Exercise 188

  • Limitations

  • Exercise 189

  • Summary

  • Exercise 190

  • Key Takeaways

  • Exercise 191

  • Quiz 19

    1 attempt allowed

  • ArchiMate

  • Learning Objectives

  • The Layer Model

  • Exercise 192

  • Elements and Categories

  • Exercise 193

  • Element Notation Reference

  • Exercise 194

  • Relationships

  • Exercise 195

  • Cross-Cutting Concepts

  • Exercise 196

  • The ArchiMate Design System

  • Exercise 197

  • Viewpoints and Views

  • Viewpoint Catalog

  • Exercise 198

  • ArchiMate in Practice: A Cross-Layer Example

  • Exercise 199

  • When to Use ArchiMate (and When Not To)

  • Exercise 200

  • Practical Tips

  • Exercise 201

  • Summary

  • Key Takeaways

  • Exercise 202

  • Quiz 20

    1 attempt allowed

  • Process and Decision Modeling

  • Learning Objectives

  • BPMN: Business Process Model and Notation

  • Core Elements

  • Beyond Core Elements

  • Three Levels of Modeling

  • Event-driven Process Chains (EPC)

  • When to Use BPMN vs. Simple Flowcharts

  • Exercise 203

  • DMN: Decision Model and Notation

  • Decision Requirements Diagram (DRD)

  • A Complete DRD Example

  • Decision Tables

  • A Complete DMN Decision Table Example

  • FEEL: The Expression Language

  • Exercise 204

  • Integrating BPMN and DMN

  • Exercise 205

  • Practical Tips for Enterprise Architecture

  • Exercise 206

  • Summary

  • Exercise 207

  • Key Takeaways

  • Exercise 208

  • Quiz 21

    1 attempt allowed

  • Software and System Modeling

  • Learning Objectives

  • UML: The General-Purpose Standard

  • Structural Diagrams

  • Behavioral Diagrams

  • UML Relationship Types

  • UML in Enterprise Architecture

  • UML Diagram Examples

  • Exercise 209

  • SysML: Beyond Software

  • Exercise 210

  • C4 Model: Architecture for Communication

  • Level 1: System Context

  • Level 2: Container

  • Level 3: Component

  • Level 4: Code

  • Why C4 Works

  • C4 Notation Conventions

  • Exercise 211

  • Architecture as Code

  • Structurizr

  • Architecture-as-Code Example

  • Exercise 212

  • Choosing the Right Notation

  • Exercise 213

  • Summary

  • Exercise 214

  • Key Takeaways

  • Exercise 215

  • Quiz 22

    1 attempt allowed

  • EA Metamodels

  • Exercise 216

  • Learning Objectives

  • TOGAF Content Framework

  • Exercise 217

  • Hanschke’s Four-Layer Metamodel

  • Exercise 218

  • BIZBOK Business Architecture Guide

  • Exercise 219

  • Building a Custom Metamodel

  • Exercise 220

  • Metamodel Attributes as Decision Criteria

  • Exercise 221

  • The Metamodel as Governance Foundation

  • Exercise 222

  • Common Pitfalls

  • Exercise 223

  • Summary

  • Exercise 224

  • Key Takeaways

  • Exercise 225

  • Quiz 23

    1 attempt allowed

  • EA Visualizations

  • Learning Objectives

  • Landscape Plans (Bebauungsplangrafiken)

  • Exercise 226

  • Blueprint Graphics

  • Exercise 227

  • Portfolio Graphics

  • Exercise 228

  • Information Flow Graphics

  • Exercise 229

  • Mapping Tables (Zuordnungstabellen)

  • Exercise 230

  • Lifecycle Graphics

  • Exercise 231

  • Master Plan Graphics

  • Exercise 232

  • IT Roadmap Graphics

  • Exercise 233

  • Successor Graphic (Nachfolgergrafik)

  • Exercise 234

  • Platform Graphic (Plattformgrafik)

  • Exercise 235

  • Choosing the Right Visualization

  • Exercise 236

  • Tooling

  • Exercise 237

  • Steering Views (Steuerungssichten)

  • Exercise 238

  • Summary

  • Exercise 239

  • Key Takeaways

  • Exercise 240

  • Quiz 24

    1 attempt allowed

  • EA Tooling

  • Learning Objectives

  • From Spreadsheets to Platforms

  • Exercise 241

  • Tool Categories

  • Dedicated EA Platforms

  • Diagramming Tools

  • Architecture as Code

  • Lightweight Approaches

  • Exercise 242

  • Key Capabilities of EA Tools

  • Exercise 243

  • Selecting the Right Tool

  • Exercise 244

  • Matching Tool Complexity to EA Maturity

  • Exercise 245

  • Practical Recommendations

  • Exercise 246

  • CMDB vs. EA Repository

  • Automated Data Integration

  • Exercise 247

  • Summary

  • Exercise 248

  • Key Takeaways

  • Exercise 249

  • Quiz 25

    1 attempt allowed

  • Synthesis: Methods and Tools in Practice

  • What We Have Covered

  • Exercise 250

  • Recommendations

  • Exercise 251

  • Best of Breed

  • Exercise 252

  • Quiz 26

    1 attempt allowed

  • Part VI: Technology & AI

  • Technology Strategy

  • Learning Objectives

  • The Cybernetic Enterprise

  • From Agile to Cybernetic

  • Cybernetic vs. Agile, DevOps, and Traditional IT

  • Limitations of the Cybernetic Enterprise

  • The Cybernetic Mental Model

  • Multiple Horizons of Planning

  • Exercise 253

  • The Automation Framework

  • Exercise 254

  • Buy vs. Build

  • Exercise 255

  • Digital Sovereignty

  • Regulatory Drivers

  • The Four Sovereignty Domains

  • Sovereign-by-Design as an Architectural Principle

  • Impact on Architecture Domains

  • Sovereign Cloud and Exit Strategies

  • Exercise 256

  • Organizational Models for Technology Delivery

  • Exercise 257

  • Summary

  • Key Takeaways

  • Exercise 258

  • Quiz 27

    1 attempt allowed

  • Technology Operations

  • Learning Objectives

  • DevOps Philosophy

  • Exercise 259

  • DORA Metrics

  • Exercise 260

  • Platform Engineering

  • Golden Paths and Developer Experience

  • Exercise 261

  • Who Runs It: Six Operational Models

  • Exercise 262

  • Cloud and Infrastructure

  • Cloud Customer Journey

  • Cloud Foundation

  • Cloud Architect Roles

  • Exercise 263

  • Cloud Operating Model

  • Exercise 264

  • Summary

  • Key Takeaways

  • Exercise 265

  • Quiz 28

    1 attempt allowed

  • Technology Patterns

  • Learning Objectives

  • Security Architecture

  • Seven Security Layers

  • Zero Trust Architecture

  • Exercise 266

  • Architecture Patterns

  • Architecting for Change

  • Exercise 267

  • Quality Attributes

  • Exercise 268

  • Building Blocks: ABB and SBB

  • Exercise 269

  • OT, IT, and Convergence

  • Exercise 270

  • Technology Radar

  • Exercise 271

  • Technology Reference Model

  • Exercise 272

  • Innovation Management

  • Exercise 273

  • Technology Trends 2026

  • Exercise 274

  • Summary

  • Key Takeaways

  • Exercise 275

  • Quiz 29

    1 attempt allowed

  • AI Fundamentals

  • Learning Objectives

  • AI Reality Check

  • Exercise 276

  • AI Fundamentals

  • Exercise 277

  • Prompting

  • Exercise 278

  • Trust and Responsibility

  • Exercise 279

  • Data Privacy and Security

  • Exercise 280

  • AI Regulation

  • International Frameworks

  • EU AI Act

  • National Approaches: Switzerland and Germany

  • Corporate AI Governance

  • Responsible AI

  • Exercise 281

  • AI in the Enterprise Architecture

  • Exercise 282

  • Summary

  • Key Takeaways

  • Exercise 283

  • Quiz 30

    1 attempt allowed

  • AI Strategy: A Recipe, Not a Blueprint

  • Learning Objectives

  • We Are Late Again

  • The Strategy Paradox: No Single Right Way

  • Exercise 284

  • Core Ingredients of an AI Strategy

  • Exercise 285

  • The AI Strategy Lifecycle

  • Exercise 286

  • From Vision to Roadmap

  • Exercise 287

  • Governance as a Foundation, Not an Afterthought

  • Exercise 288

  • Organizational Readiness and Change

  • Exercise 289

  • Why AI Strategies Fail

  • Exercise 290

  • Measuring Success

  • Exercise 291

  • Summary

  • Exercise 292

  • Key Takeaways

  • Exercise 293

  • Quiz 31

    1 attempt allowed

  • AI in Practice

  • Learning Objectives

  • AI Agents

  • Exercise 294

  • Human-AI Collaboration

  • From AI Tools to AI Team Members: The CollabAI Method

  • CollabAI Pitfalls

  • Exercise 295

  • The Cybernetic Enterprise

  • AI Reference Architecture

  • Exercise 296

  • RAG: Retrieval-Augmented Generation

  • Exercise 297

  • LLM Tool Selection

  • Exercise 298

  • AI Adoption Maturity in EA

  • Exercise 299

  • AI in Enterprise Architecture Practice

  • Exercise 300

  • AI and EA Governance

  • Exercise 301

  • AI Resilience by Design

  • Exercise 302

  • 12 Key Concepts from the Technology and AI Lessons

  • Exercise 303

  • Summary

  • Exercise 304

  • Key Takeaways

  • Exercise 305

  • Quiz 32

    1 attempt allowed

  • Part VII: Conclusion

  • Conclusion

  • Learning Objectives

  • Connectivity to EA’s Brave New World

  • The Lean Approach to Enterprise Architecture

  • Exercise 306

  • The Practitioner’s Compass: Make It Work, Make It Fit, Make It Last

  • Process: Start Small, Deliver Early, Iterate

  • Organization: Enable, Connect, Translate

  • Technology: Augment, Not Replace

  • Exercise 307

  • Standing on the Shoulders: From Traditional IT to the Cybernetic Enterprise

  • Exercise 308

  • Looking Ahead

  • Exercise 309

  • What to Read Next

  • Your Journey Starts Here

  • Quiz 33

    1 attempt allowed

  • Appendix

  • Glossary

  • Bibliography

  • Books

  • Articles and Online Resources

  • Standards and Frameworks

  • Reports

  • Further Reading

  • EA Foundations

  • Business Architecture

  • Organizational Design

  • Data and Integration

  • AI

  • Modeling

  • Architecture as Code

  • Exercise 310

  • Change and Leadership

  • Quiz 34

    1 attempt allowed

  • About the CAS Enterprise Architecture Program

  • About the Authors

  • Why These Two Authors?

  • Romano Roth

  • Dietmar Wettach

  • How This Book Was Made (From Lean Enterprise Architecture)

  • The Book as a Product

  • AI-Assisted Authorship

  • Boundaries, Copyright, and Trust

  • Acknowledgments (from Lean Enterprise Architecture)

  • Romano Roth

  • Dietmar Wettach

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