According to the TOGAF ADM, the preliminary phase and early phases of architecture development are guided by Architecture Principles. These principles are derived from business principles and strategic goals (like ‘becoming the most agile bank’) and provide a framework for making consistent decisions throughout the architecture lifecycle. Starting with technology selection (B, C) or a detailed gap analysis (D) is premature before establishing the governing principles that will ensure all subsequent work aligns with the strategic objective.

The Architecture Decision Log is the TOGAF artifact specifically designed to record key architectural decisions, the context for those decisions, alternatives considered, and the rationale for the chosen option. It ensures decisions (like the cloud strategy debate) are transparent, traceable, and can be referenced later to maintain consistency. An Architecture Contract (A) governs the implementation, the Statement of Architecture Work (B) scopes the project, and the Requirements Specification (D) lists needs, but none are the primary repository for the rationale behind foundational decisions.

In TOGAF, an Architecture View is a representation of a system from the perspective of a related set of concerns. The ‘Application Architecture’ column is a specific view focused on the application components and their relationships, addressing the concerns of application developers, integrators, and maintainers. An Architecture Vision (B) is a high-level aspirational description. A Building Block (C) is a component of architecture. A Solution Architecture (D) is more detailed and implementation-specific, whereas the ADD typically contains architectural views.

The primary objective of the Opportunities and Solutions phase is to review the target architectures from previous phases and determine how to effectively transition from the Baseline to the Target. This involves consolidating gaps, identifying work packages, defining Transition Architectures, and creating a high-level implementation and migration strategy. A cost-benefit analysis (A) is part of the Business Case developed in this phase but not the main objective. Finalizing target architectures (C) occurs in earlier phases. Initial stakeholder analysis and approval (D) happens in the Architecture Vision phase.

Within the TOGAF Content Metamodel, the canonical relationship is that logical and physical elements (like Application Components) ‘realize’ or implement the capabilities required by more abstract elements (like Business Services). Business Services represent what the business does (e.g., ‘Process Loan Application’), and Application Components (e.g., the Loan Origination System) are the concrete artifacts that perform the functions to deliver that service. Therefore, the Application Component realizes the Business Service.

TOGAF presents the ADM as a continuous, cyclical process. Before initiating a new cycle (potentially returning to the Preliminary or Architecture Vision phase), it is essential to go through the Requirements Management phase and, implicitly, Architecture Change Management. This involves assessing changes in the business environment, technology, or the architecture itself since the last cycle to ensure the new architecture work is relevant and aligned with current conditions. While compliance reviews (B) are part of ongoing governance, the strategic reassessment of the landscape is the critical link between cycles.

In the Architecture Vision phase, the Value Chain Diagram is a key technique for business modeling. Its purpose is to provide a high-level, strategic view of the primary and support activities that create value for the organization. This helps stakeholders and architects understand the business context, identify strategic themes (like areas for improvement or innovation), and ensure the architecture work is focused on enabling value-creating activities. It is not for documenting IT infrastructure (A), data models (C), or detailed process workflows (D).

TOGAF emphasizes the importance of identifying and implementing Quick Wins (or ‘Early Wins’) to build momentum, demonstrate the value of the architecture work, and secure ongoing stakeholder commitment. They are low-risk, high-value opportunities that can often be executed independently and rapidly. Therefore, the recommendation is to implement them as soon as feasible, not to defer them (B) or bury them in a larger transition plan (A). While managed separately (C), they are part of the overall migration strategy.

The Enterprise Continuum is a key TOGAF concept that provides a model for structuring a repository of architecture assets. It ranges from the highly generic and reusable (Foundation Architecture and Common Systems Architecture in the Architecture Continuum) to the specific and tailored (Organization-Specific Architecture in the Solutions Continuum). Its purpose is to help architects understand where an asset fits in the spectrum of reusability and to leverage existing assets (like industry reference models) rather than creating everything from scratch.

According to the TOGAF ADM, the preliminary phase and early phases of architecture development are guided by Architecture Principles. These principles are derived from business principles and strategic goals (like ‘becoming the most agile bank’) and provide a framework for making consistent decisions throughout the architecture lifecycle. Starting with technology selection (B, C) or a detailed gap analysis (D) is premature before establishing the governing principles that will ensure all subsequent work aligns with the strategic objective.0