adapt TOGAF in a way that best suited our project, and it didn’t say what an architecture might look like, or specify any practicalities like what tools to use. Furthermore, given that TOGAF is so generic it was not clear to us what we should have been doing, by applying TOGAF, that was different to what we would have been doing anyway (other than using a particular vocabulary). On the other hand, it is occasionally quite specific and detailed – for instance the reference models in the Enterprise Continuum – but not always, we felt, in a particularly useful way. These problems were probably exacerbated by the fact we were without TOGAF training until four months into the project and that our understanding of EA therefore developed more slowly. Consequently, the project overall was slower at getting up to speed.
8.1 TOGAF training
KCL’s TOGAF training was slightly different to the other projects in the pilot programme. One team member attended one of the public courses, the other attended the course that was organised specifically for the JISC EA programme. However, whereas we would have expected the course put on for JISC to have been tailored towards an HE audience, our impression from talking to the participant on the public course is that they were not significantly different. In short, the course involved a fairly regimented journey through the documentation, but without realistic examples. We felt it was very business-focused and it was sometimes hard to see the relevance of it to our situation. The ongoing exercise seemed to revolve around a sales- or business-person’s presentation to clients, rather than an architectural exercise, and whilst this was relevant to the attendees on the public course (who were mostly EA consultants) we were left feeling that whilst we