The ADM Techniques are a toolbox of methods used across many phases: architecture principles, stakeholder management, gap analysis, migration planning techniques, interoperability, business transformation readiness, risk management, and capability-based planning.
These are reusable methods the ADM phases call on — not phases themselves. The same technique (e.g. gap analysis) is used in several phases.
- ▸🧰 A shared toolbox — phases reference techniques, techniques are not phases
- ▸🔁 Most techniques are used in multiple phases (gap analysis in B/C/D/E; risk in A→G)
- ▸📌 High-frequency exam techniques: architecture principles, stakeholder management, risk, readiness, capability-based planning
Browse the techniques catalog, the anatomy of an architecture principle, and the risk / readiness methods.
The ADM Techniques chapter is a toolbox of methods used across many phases. Click each to expand.
General rules and guidelines that inform and support how an organization sets about fulfilling its mission. Each principle has four parts: Name, Statement, Rationale, Implications.
Identify stakeholders, analyse their power and interest, and plan engagement. Uses a stakeholder map / power-grid and a Stakeholder Catalog.
Reusable, proven ways of structuring architecture to solve recurring problems — a way to reuse building-block arrangements.
Compare Baseline vs Target to find what is missing (needs to be added), what is eliminated (intentionally removed), and what carries over.
A toolkit for Phases E/F: Implementation Factor Assessment & Deduction matrix, Consolidated Gaps/Solutions/Dependencies matrix, Architecture Definition Increments Table, Transition Architecture State Evolution Table, Business Value Assessment.
Define the degree to which information and services are to be shared — operational, information, and technical interoperability.
Assesses whether the organization is ready and able to undergo the change. Evaluates readiness factors (e.g. vision, desire/willingness/resolve, need, business case, funding, sponsorship, governance, accountability, IT capacity, enterprise capacity to execute).
Identify, classify and mitigate risks. Initial level of risk = before mitigation; Residual level of risk = after mitigation. Risk = Effect × Frequency, classified Extremely High / High / Moderate / Low.
Plans the business outcome (a capability) rather than a system. A capability has dimensions — people, process, material/technology — and is delivered in capability increments over Transition Architectures.
General rules and guidelines that inform how the organization fulfils its mission. Defined in the Preliminary Phase.
- ▸🏷️ Four components each: Name, Statement, Rationale, Implications
- ▸✅ Qualities of a good SET: Understandable, Robust, Complete, Consistent, Stable
- ▸🔤 The Name should not reference specific technology; the Rationale is stated in business terms
- ▸🪜 Architecture Principles support broader Enterprise Principles
A technique for identifying the right stakeholders and engaging them appropriately.
- ▸🔍 Identify stakeholders, then analyse their POWER and INTEREST
- ▸📊 Power/Interest grid (BoK Figure 3-2): high power + high interest = "Key Players"; high power + low interest = "Keep Satisfied"; low power + high interest = "Keep Informed"; low power + low interest = "Minimal Effort"
- ▸📋 Produces a Stakeholder Map and Stakeholder Catalog
- ▸🎯 Drives which views and viewpoints the architecture must provide
Two linked techniques for judging whether change is safe and achievable:
- ▸⚠️ Risk Management: identify → classify (Effect × Frequency: Extremely High / High / Moderate / Low) → mitigate → monitor
- ▸🔻 Initial level of risk = before mitigation; Residual level of risk = after mitigation, and must be accepted by the sponsor
- ▸📈 Business Transformation Readiness Assessment: rates readiness factors (vision, desire/willingness/resolve, need, business case, funding, sponsorship, governance, accountability, capacity to execute)
- ▸🔗 Low-readiness factors become risks and feed the Implementation & Migration Plan
Plan the business OUTCOME (a capability), not the system.
- ▸🎯 A business capability has dimensions: people, process, and material/technology
- ▸📦 Capabilities are delivered in capability increments
- ▸🗺️ Capability increments map to Transition Architectures in the Architecture Roadmap
- ▸💡 Keeps planning focused on "what the business can do" rather than "what we will build"