This course starts from absolute basics and teaches enterprise architecture through TOGAF 10 as a working method, not as a memorisation exercise. Each stage combines the core standard, the relevant Series Guides, practical judgement, and one recurring London Grid Distribution case so the method stays tied to real enterprise decisions.
The route is deliberately integrated. Business architecture is taught with business-model, capability, value-stream, and planning depth. Information systems architecture is taught with information mapping, authority, metadata, analytics, and building-block selection. Governance is taught as operating behaviour, not as a decorative appendix.
The course runs from a plain-language primer through the eight ADM stages, each building on the last. Follow it in order, or jump straight to any stage.
Three primer modules that explain the physical electricity system, the fictional company used throughout the course, and why architecture matters, so that the rest of the course makes sense from the start.
Start hereStart with what enterprise architecture is for, what TOGAF 10 changed, and how to read the standard without getting lost.
Define scope, stakeholders, principles, sponsorship, and the Statement of Architecture Work before modelling anything.
Use Phase B, capability work, value streams, business models, and organisation mapping to make the business layer explicit.
Work through Phase C for data and applications, with information mapping, metadata, integration, and building-block selection.
Translate enterprise needs into platform, security, resilience, and sustainability decisions without losing traceability.
Move from target architecture to work packages, transition architectures, roadmaps, iteration, and delivery control.
Establish governance, roles, compliance, maturity, and a workable architecture operating model.
Compare TOGAF accurately with other enterprise architecture approaches, tailor it honestly, and complete the London capstone.
Prerequisites: None. The course starts from absolute basics, explains the vocabulary in plain language, and then builds toward deeper TOGAF work.
Read the modules in order on the first pass. A short Foundations primer comes first, then the 80 numbered core modules build from scratch toward deeper TOGAF practice through one recurring London Grid Distribution case.
5 modules · 2 hours
9 modules · 6 hours
10 modules · 7 hours
12 modules · 9 hours
12 modules · 5 hours
10 modules · 8 hours
10 modules · 7 hours
8 modules · 6 hours
9 modules · 6 hours
Printable, fillable artefacts you can use for real enterprise architecture work. Every tool cites its source, downloads as it stands, and can be opened in the diagram workspace for free-form continuation. Work saves in this browser.
101 of 101 tools
Each row is one maturity dimension scored from one to five against the maturity model. The filled blue bar is the score and the pale remainder is the headroom, so the right-hand frontier shows at a glance where the capability is strong and where it has the furthest to climb.
Preliminary
Mendelow's grid places each stakeholder by how much power they hold against how much interest they take, and that position sets the engagement strategy for each one.
Preliminary
A candidate principle enters on the left and passes through four test gates: Understandability, Robustness, Completeness and Consistency. Clearing all four reaches Adopted; failing any one drops to Removed.
Preliminary
Five steps run left to right, each joined by an arrow naming the precision it adds, promoting a vague symptom into a scoped scenario statement the architecture work can act on. A rising-precision axis tracks the journey and a chip on each step names its owner.
Phase A, Architecture Vision
Each capability is a row and each gap dimension is a column. Cells are coloured green, amber or red by gap size, and a priority column ranks the rows with the most severe gaps.
Phase B, Business Architecture
Each row is a deliverable and each column a role. R does the work, A is the single accountable owner, C is consulted and I is informed. Exactly one A per row is what keeps accountability clear.
Phase G, Implementation Governance
Each architecture domain is one row. Read across to see today's baseline, the agreed target, the gap that separates them and the action type that closes it, so every domain carries a decision.
Phase B, Business Architecture
A Nygard-format record reads as a spine: the context flows into the decision, the one emphasis anchor, which then branches into the consequences it accepts and the alternatives it set aside.
Phase G, Implementation Governance
Each state is a viable architecture that must run before the next begins. The arrow into a state carries the work packages that deliver it, and every column lists its packages with the evidence gate that proves the state is real.
Phase E, Opportunities and Solutions
Each capability is a row scored across People, Process, Data and Technology. Green is ready, amber needs work, and the red cell is the dimension that blocks rollout for that row.
Phase E, Opportunities and Solutions
An architecture change moves through submission, board review and decision. At each stage the green card is what carries it forward and the red card is what sends it to waiver, rework or rejection.
Phase G, Implementation Governance
Osterwalder's nine blocks in their canonical layout, filled in for a regulated electricity distribution business. The right half is demand, the left half is supply, and the value proposition in the centre is the hinge between them.
Phase B, Business Architecture
The Architecture Metamodel frames the work from the top and the Architecture Capability governs it from the bottom. Between them sit six content partitions, each answering one question about the architecture.
ADM-wide
Stage cards are the value-add steps; the labels between them are the queues work waits in. The ribbon below draws the whole lead time to scale, so the longest queue, not the slowest step, stands out as the first thing to attack.
Phase B, Business Architecture
Each candidate building block is one row, scored one to five on reusability, maturity and total cost of ownership. The type and the decision read across so the buy-or-build call sits next to the scores behind it.
Phase C, Information Systems Architecture
The ADM runs as four iteration cycles that pass work round a ring: Capability frames Development, Development feeds Transition Planning, planning is held by Governance, and Governance reopens the next round. The planner picks how many phases run inside each cycle.
ADM-wide
Four steps arranged as a clockwise ring form the tailoring cycle. The closing arrow loops the adjusted method back to the first step, so the method one programme leaves behind becomes the starting baseline for the next.
ADM-wide
Every artefact in the board pack is one row, read across the four gates the board scores: is it complete, can each item be traced to a concern, are its decisions defensible, and does it read without the author in the room. One Fail is enough to hold the whole package back.
ADM-wide
Four domains, each traced left to right: the domain, the one accountable owner whose system is the source of truth, and the downstream systems that consume it.
Phase C, Information Systems Architecture
Each core data entity is one row, tied to its domain, the system that owns it, the source type, a quality rating and a lifecycle stage. The catalogue is the single register of what data exists across the estate.
Phase C, Information Systems Architecture
Master data entities run down the side and the five systems that hold them run across the top. Each cell marks the system as Master, Replica or read-only Consumer, so exactly one system owns each entity.
Phase C, Information Systems Architecture
Four data domains each trace the same path: the system of record that holds them, the model or standard they must conform to, and the operational consumers that read them back.
Phase C, Information Systems Architecture
Each data entity is one row, marked Yes or No on whether it has a definition, traceable lineage, an enforced quality rule and a named owner. The coverage column rolls the four into one status so the gaps are obvious.
Phase C, Information Systems Architecture
Each business question is one row, scored one to five on data readiness, tool maturity and appetite. The three roll into a composite percentage and a priority band so ready questions rise above ones blocked on data.
Phase C, Information Systems Architecture
Each row scores how tightly two systems are coupled on one dimension, from data and timing through to platform and transaction, on a shared one-to-five scale. The lower the bars, the looser and more resilient the integration.
Phase C, Information Systems Architecture
Each application is placed by business value against technical quality and fit, sorting the estate into the TIME quadrants: invest in strong high-value systems, migrate valuable systems on weak technology, tolerate sound but low-value systems, and eliminate the rest.
Phase C, Information Systems Architecture
Six steps move the data from the operator's systems to the regulator: raw operator data, CIM model, validation, package, publication and regulator consumption, each owned by a different team.
Phase C, Information Systems Architecture
Each platform option is one row, scored one to five on cost, control, speed, scale, risk and vendor independence. The totals sum each row across thirty so the strongest option stands out without hiding its trade-offs.
Phase D, Technology Architecture
Each row is one risk scored for likelihood and impact to give an inherent rating, with the residual column showing what is left once the mapped control is in place and working.
Phase D, Technology Architecture
The grid encodes the two preconditions for a service boundary on the X and Y axes. Each quadrant names the outcome of one combination and what it still has to carry.
Phase D, Technology Architecture
The grid pairs business value on the vertical axis against carbon intensity on the horizontal. Each quadrant names the action the combination demands, from scale to retire.
Phase D, Technology Architecture
The TOGAF TRM is not a layered stack. It is three entities, application software, the application platform and the communications infrastructure, joined by two interfaces, with twelve platform service categories and a backplane of qualities.
Phase D, Technology Architecture
Each technology standard is one row, placed in a category, given a lifecycle status of Adopt, Trial, Hold or Retire, and assigned an owner, so every standard carries an accountable decision rather than drifting.
Phase D, Technology Architecture
Operational technology and information technology both rest on the telecom layer. Each stack names what it needs, what it serves, and how it fails when the shared dependency breaks.
Phase D, Technology Architecture
Five voltage tiers form a step-down ladder from 400/275 kV transmission at the top to the 230 V customer outlet at the bottom. A downward axis tracks the falling voltage and a red bracket marks the DNO licence boundary over the lower tiers.
Preliminary
Three lanes read left to right: the external input the operator receives, the DNO function held accountable for it in the middle, and the public output that function produces. Flow arrows make the input-to-output trace explicit.
Preliminary
Four outcomes a sponsor cares about, read as columns: cost, delivery speed, risk and change. The upper state is each outcome with enterprise architecture in place; the lower state is the failure mode without it.
Preliminary
Enterprise architecture is easiest to define by contrast. Read the same three rows, scope, horizon and output, across enterprise architecture, solution architecture and IT strategy to see where each one stops.
Preliminary
The normative Standard C220 is drawn as one enclosing region, with the five parts of Fundamental Content nested inside it. The Series Guides sit outside, joined by an arrow that explains rather than changes the source of truth.
ADM-wide
Three levels grow left to right. Each column names only the publications it adds, and every level requires the publications of the levels before it.
ADM-wide
Three nested bands run from the outer Deliverable, the contractual package a stakeholder signs off, through the Artefacts inside it, to the reusable Building Blocks they are composed from. A Viewpoint sits apart as a lens that reads across all three.
ADM-wide
Three parallel columns each list the TOGAF sections to read in order for one reader profile. Pick the column that matches your problem and read top to bottom; the paths share the C220 core but route through it differently.
ADM-wide
A claim flows down through five stages to the regulator record that anchors it. Each stage carries the test it must pass, and the reject lane on the right names the failure mode that bounces a claim at that stage.
ADM-wide
Every function the architecture touches sits on one side of a single line. Inside the boundary the architect designs; outside it the architect coordinates, complies and serves.
Preliminary
The grid encodes the two scope decisions on the X and Y axes. Each quadrant shows what the chosen combination produces and what it sacrifices.
Preliminary
Each prerequisite for starting an engagement is one row, read across to its owner, its RAG status and the gap that remains. The board can start Phase A only once the not-ready and partial rows have a credible path to close.
Preliminary
The vision enters on the left and the signed Statement of Architecture Work leaves on the right. Between them sit four named gate checks, each owned by a sponsor or board. All four must pass, or the vision returns for another iteration.
Phase A, Architecture Vision
Each row is a kickoff artefact and each column a readiness gate. A row clears for kickoff only when every gate passes; one blocked gate holds the whole row.
Phase A, Architecture Vision
Phase A inputs flow down into the in-phase architecture work, pass a single governance gate, and leave as a signed-off business architecture that seeds Phase C and D. Each stage names its artefacts and its owner.
Phase B, Business Architecture
Five business processes as rows against four organisational units as columns. Each cell holds one RACI token toned by role, and the single Accountable per row is marked in red so the owner is visible at a glance.
Phase B, Business Architecture
Three lanes side by side. Read down a lane for goals, services or measures; read across a row for one accountability statement that names the goal, the service that realises it and the measure that proves it.
Phase B, Business Architecture
Six stages descend from a surveyed baseline to evidence filed with Ofgem. Each stage names the artefact it produces and the owner accountable for it, joined by flow arrows down the programme.
Phase B, Business Architecture
Four columns name a common artefact. The top cell shows the warning that it has slipped into theatre, in red; the bottom cell shows the cure that ties it back to a decision, in the structural accent.
Phase B, Business Architecture
Three layers of the strategy domain shown for a grocery retailer: the external vision, the strategic intent and the competences it needs, and the priorities for this period.
Phase B, Business Architecture
A courier's strategic intent of next-day delivery everywhere is expressed as a network-optimisation competence, which then shapes and measures the capabilities the enterprise builds.
Phase B, Business Architecture
Vertical traceability reads top to bottom, from strategy through competence and capability to the resources operations need, so every change can be traced back to an intent.
Phase B, Business Architecture
Business-layer gaps are grouped into a roadmap sequenced by dependency and value, and justified by a business case that links the investment to its expected benefit.
Phase B, Business Architecture
Breadth on the vertical and depth on the horizontal slice the landscape into four partitions. Each quadrant carries the governance body that owns it and the weight it implies.
Phase E, Opportunities and Solutions
Each recurring Scrum ceremony is one row, tied to the ADM activity it carries, the architecture artefact it produces and the cadence it runs at, so the TOGAF method has a clear home inside the sprint rhythm.
ADM-wide
Six gates trace the London transformation roadmap as an evidence chain. Each gate names the function that owns it, the milestone it clears, and the artefact filed at that gate.
Phase F, Migration Planning
The Ross, Weill and Robertson model places a business by how standard its processes are against how much its units share data, and that position names one of four operating models.
Preliminary
A Wardley map plots a value chain by how visible each part is to the user against how evolved it is, so you can see where to build, where to buy and where to lean on a utility.
Phase A, Architecture Vision
A C4 context diagram puts one software system in the centre, shows the people who use it above and the systems it relies on below, and labels every relationship between them.
Phase C, Information Systems Architecture
A C4 container diagram zooms one level into the system boundary: the applications, services and data stores it is built from, who uses each entry point, and which source systems feed it.
Phase C, Information Systems Architecture
Each application is one row and the five organisation units are the columns. Primary marks the unit accountable for the application; Uses marks a unit that depends on it day to day, so ownership and reach can be read together in one grid.
Phase C, Information Systems Architecture
Business roles run down the side and six applications run across the top. Each cell records the access the role needs to do its job: Read to view, Edit to change records, Approve to sign off. Access maps to duty, not to convenience.
Phase C, Information Systems Architecture
Applications run down the side and the six business functions run across the top. Full marks an application that meets a function on its own; Partial marks a contribution that needs others alongside it, so functional gaps surface as columns with no Full entry.
Phase C, Information Systems Architecture
The same six applications run down the side and across the top. A filled cell names the data that flows from the row application to the column application, so each row reads as what a system provides and each column as what it consumes. The diagonal stays empty.
Phase C, Information Systems Architecture
Applications run down the side and the five technology platforms run across the top. Runs on names the host, Stores in the persistence and Publishes via the distribution channel, which makes this matrix the bridge from Phase C applications into Phase D technology.
Phase C, Information Systems Architecture
The layered viewpoint stacks the business, application and technology layers of one architecture, with each layer realising services that serve the layer above it.
ADM-wide
Five organisation units appear as both rows and columns. A filled cell names the business service the row unit provides to the column unit, so every handoff inside the distribution business is written down once and owned.
Phase B, Business Architecture
Five actors down the side, five business roles across the top. Performs marks the actor who carries out the role and Approves marks the actor who signs off its output, so accountability is explicit before any process design starts.
Phase B, Business Architecture
The six stages of the Deliver a new connection value stream run down the side and six business capabilities run across the top. Primary marks the capability each stage depends on; Supports marks capabilities that contribute to it.
Phase B, Business Architecture
Six courses of action drawn from the three London Grid strategies run down the side, six capabilities across the top. Critical marks a capability the course of action cannot proceed without growing; Needed marks one used as it stands.
Phase B, Business Architecture
Six business capabilities run down the side and five organisation units across the top. Owns marks the one unit accountable for each capability; Contributes marks every unit that shares the work without owning the outcome.
Phase B, Business Architecture
Six data entities run down the side and six business functions across the top. Each cell carries C, R, U and D marks showing which function creates, reads, updates or deletes the entity, with one creating function per row.
Phase B, Business Architecture
A ThoughtWorks-style radar plots twelve technologies on four rings, Adopt, Trial, Assess and Hold, across four quadrants, so a network operator can state one shared position on every technology in play.
Phase D, Technology Architecture
A Nielsen Norman Group service blueprint maps one journey step per column across five lanes, from the evidence a customer can touch down to the support processes that keep the service running.
Phase B, Business Architecture
A Nielsen Norman Group journey map follows one persona through five stages, recording what they do, what they think and how they feel, then turns the pain at each stage into an improvement the operator can own.
Phase B, Business Architecture
The ArchiMate Business Process Cooperation viewpoint relates business processes to each other and to their environment: the roles assigned to them, the objects they share and the application services that serve them.
Phase B, Business Architecture
The Service realisation viewpoint shows how a business service is realised by a business process, who is assigned to that process, and which application service and component sit beneath it.
Phase B, Business Architecture
The ArchiMate Capability Map viewpoint gives a structured overview of enterprise capabilities, usually two or three levels deep, and doubles as a heat map for deciding where investment should go next.
Phase A, Architecture Vision
The Goal realisation viewpoint refines a high-level goal into concrete sub-goals, then shows the outcomes that realise them and the principle and requirement that influence how they are pursued, with each relationship type named.
Phase A, Architecture Vision
The ArchiMate motivation elements in three bands: the stakeholders, drivers and assessments that drive change; the goals, outcomes and values it aims at; and the principles, requirements and constraints that shape the answer.
Preliminary
The Application Cooperation viewpoint maps the application landscape as a cooperation map: the components in each lane, the information that flows between them and the data object they share.
Phase C, Information Systems Architecture
The Application Usage viewpoint stacks the dependency: business processes at the top, the application services that serve them in the middle, and the components that realise those services at the bottom.
Phase B, Business Architecture
The Technology Viewpoint shows the software and hardware that support the application layer: a node contains the system software that runs on it, a service is realised by that software, and a network joins the sites.
Phase D, Technology Architecture
The Implementation and Deployment viewpoint maps application components onto the artifacts that realise them, then maps each artifact onto the node it is deployed on.
Phase D, Technology Architecture
The Migration viewpoint plots the journey from a baseline architecture to a target architecture as a row of plateaus, each a stable state, with a gap panel naming the work that moves the architecture from one plateau to the next.
Phase E, Opportunities and Solutions
A board mandate gives the architecture function its authority, and that authority flows down through the people, cadence, tooling and engagement that run it, all aimed at one maturity target each year.
ADM-wide
Five owned stages carry an LGD board decision from capture through assurance to a filed evidence pack, and each stage hands the next a specific artefact the regulator expects to see.
Phase G, Implementation Governance
TOGAF the method and ArchiMate the notation each own distinct work, then converge on the joint artefacts where the models are drawn.
ADM-wide
BIZBOK owns the capability model on the left; TOGAF Phase B adopts and expands it on the right. A cross-walk bridge carries the artefact across so neither side rebuilds it.
Phase B, Business Architecture
Four shared architecture concerns run down the side; each framework column names the equivalent artefact it ships, with TOGAF as the reference.
ADM-wide
Six perspectives from the Executive down to the Enterprise as rows, six interrogatives from What across to Why as columns. Every architecture artefact has one home cell where a perspective meets a question.
ADM-wide
Each column pairs a belief that breaks practice, in red on top, with the repair that fixes it, in blue below, naming the publication that backs the repair.
ADM-wide
The architecture development method runs from the Preliminary Phase through Phases A to H, and this map names each phase with the decision it owns so the cycle the course follows is visible at once.
ADM-wide
Each row is a readiness factor, and the columns state what a strong position looks like and the risk the change carries if that factor is weak, so readiness is read before the Vision is set.
Phase A, Architecture Vision
Each row is a data domain, and the columns name who may receive it and the control that governs its release, so security and dissemination are decided with the data rather than bolted on later.
Phase C, Information Systems Architecture
Each row is a work package scored for business value, cost, and risk, so the migration order follows what each package is worth and what it depends on rather than who argues hardest for going first.
Phase E, Opportunities and Solutions
Iteration, method tailoring, and scaling are three separate ways to adapt the architecture development method, and treating them as one dial blurs decisions that should each be made on their own terms.
ADM-wide
This course is written to stand on its own, but version-sensitive claims and framework comparisons are anchored to official sources. The main TOGAF public entry points used in this course are the TOGAF overview page, the TOGAF Library, and the TOGAF Standard, 10th Edition publication page.
