The bank needed a new process design and management system that could perform a number of functions, such as hyper-linking, version control, access profiles, ease of use, reporting and publishing capabilities.

Their diverse but interlinked supply chain meant that they struggled to manage the range of systems and interfaces that they used. This was impeding their ability to deliver quality IT to the business.

This company were embarking on a new Enterprise Architecture initiative. They wanted to understand what is in their enterprise and how it is being used. They needed to build a business use-case in order to progress in enterprise architecture maturity.

This organization has 100 staff working on hundreds of process maps in a mixture of Provision and Visio across numerous IT and business improvement projects. Coordination and management of these maps was becoming impossible. Often maps were discarded at the end of a project.

This company needed to implement ITIL, but wanted to build on best practice and avoid reinventing the wheel. They also could not afford to spend significant sums on implementation consultants.

The company supplies training systems to the US Army, but was struggling to document their systems effectively. They needed a flexible tool that they could use to incrementally document their product.

The outsourcing organization needed a way of producing architecture models to a common standard, to be shared and managed in a single source and published quickly and easily. Previous attempts to implement traditional modelling tools had failed due to tool complexity and general user resistance.

This company wanted to improve how they managed their extensive IT estate. At the same time, they needed to increase the visibility and governance of all projects that had an IT focus.

The company had done some EA work in IBM System Architect, but found that the complexity of the tool had meant that they were restricted in how much they could achieve. This was impeding their ability to derive value from their EA group.

The organization had a desire to bring a structured approach to the way they planned business change, by using Architecture as a strategic initiative. They wanted to encourage an architecture approach in their business units with alignment to ETOM.

The company found that they encountered significant difficulty in scoping potential projects and in tracing through from business vision to design. This was causing unacceptable spend in the sizing phase.

The company wanted to implement EA in order gain control over their IT expenditure in projects. They were looking for a tool that could support a TOGAF® approach and provide them with an Architecture repository in which they could store and manage all their Architecture information.

The organization was rolling out a global ERP system and needed to produce an official record of their business processes in order to ensure the success of the project.

The organization needed to demonstrate the value of their IT investment in terms of delivered services. Being an early pioneer of Enterprise Architecture, they were dissatisfied with the existing EA frameworks in the market and needed a tool that could support their own EA method and framework.

The company were implementing SAP across their UK, France and Germany units, but some processes were shared, whilst others were varied between the three departments, they needed a way to manage their process maps efficiently with minimal overhead.

The aim was to be able to export the company's PlanningIT data as XML on a regular basis, import it into iServer and use it for visualization by dropping the imported objects onto their Visio diagrams

As a manufacturer of potentially dangerous gases and chemicals, the company are subject to stringent regulation. They needed a way to improve the way they managed procedural documentation in order to comply with British Health & Safety regulations.

As a multinational company whose inputs and outputs are subject to numerous regulatory approvals, there were many different processes in its supply chain. They were struggling to fulfil orders as sales reps were not able to easily identify the precise process that was needed to be followed for a given material.

The company needed to rationalize infrastructure costs with a standardizing platform. At the same time they needed to develop a Service Oriented Architecture. TOGAF® 9 was identified as the framework that could leverage their existing investment. The company wanted to ensure that IT projects would support 'Future State' Architecture rather than 'one-off' solutions.

Reliable, efficient networks are a key concern for an investment Bank. They needed a way to track and assess changes to their network design to keep the different groups within the network service co-ordinated with one other

The organization had a large amount of EA information stored in different databases. Previously, they had not got the option of assessing how all the information fitted together. They had been working on a ‘custom’ EA framework, but wanted to move towards a TOGAF® 9 structure and method.

The company needed to document all their corporate processes for the sale, supply and support of their Energy and Broadband services. They had previously been using standalone Visio and wanted to find an easier way of publishing their process data to the business.

The company had begun to document their PLM (product lifecycle models) with another EA tool. The web-based output from that tool was unattractive, hard to use, and did not satisfy the business in terms of access to information and ease of understanding.

The company possessed a detailed CMDB to manage their infrastructure. They had various diagrams that showed the interrelations that existed within the organization, but they struggled to keep them current, available and standardised.

A large amount of business process work was going on within the company but it was not being properly managed and controlled.  The processes were being stored on SharePoint and were lost when team sites were decommissioned. 

The company formed a new EA team and wanted to use the TOGAF® 9 framework to develop their Enterprise Architecture. The team wanted something that was quick to implement. They also needed a tool that could easily generate reports and meet the need for visibility within the business.

The company needed to ensure that their IT investment was delivering business value and to be able to provide answers to the questions being posed by the business. They had identified a large amount of information in Visio and Office but needed a better way of managing this information

The organization had found previous tools too difficult to use. As a result, much of their EA information had been stuck in ‘standard’ office documents. They came to Orbus Software looking for a new tool that would be easier to use and would allow them to start documenting their EA in alignment with TOGAF®.

The organization wanted to consolidate their IT in order to provide shared services to different business units. Their internal EA practices were being sponsored by the global CIO, so they needed to show results in a short timeframe.

When the manufacturing business was bought up, the IT department were presented with a problem – many IT systems were shared with the parent company that had taken it over. An urgent EA effort was needed to disentangle the systems of the two companies.

The business is subject to regulation and audit from a number of different bodies, and strict compliance to process is essential. Before they implemented the iServer tool, they struggled to maintain and provide process information to staff and regulatory bodies.

The University wanted to engage in Enterprise Architecture to consolidate their infrastructure and improve IT best practice. However, they had limited resources available to achieve this.

Like most energy providers, the company has an energy trading arm, which is subject to Sarbanes-Oxley controls. However, their existing process management tool, System Architect, was proving too difficult to use. As a result, business processes were becoming outdated.

As a global information and research facility with global security responsibilities, the organization needed to manage a military-grade IT infrastructure while constantly adapting to the challenges posed by it’s highly visible role.

The audit office required the organization to keep a corporate record of outsourced operations in case of supplier failure or contract renegotiation. For internal reasons, they also wanted a simple, clear picture based view of the processes, IT and systems that could be presented to the new CEO.

The organization had an established team of architects working as a virtual group, but without structure.  They needed to implement a central EA practice and with EA tools that would support and direct new project work and developments

As an organization involved in the nuclear industry, they have a number of critical processes in areas such as monitoring and compliance that they must adhere to. Existing distribution channels were struggling to ensure that everyone was aware of the processes that they needed to follow.

The organization needed to record architectural artifacts in a central repository, in order to assess the impact of change across the enterprise. They had previously been using the BizAgi process modeling tool, and wanted to reuse the process information as part of their Business Architecture.

The company redesigned processes for client engagements but, using their existing tool, found it difficult to document how these processes were expressed.

The organization has a constant turnover of personnel from different member countries and a wide range of activities. This made it difficult to understand how to perform given tasks.

The project had numerous process consultants deriving process maps in Visio. They needed a way to manage these process maps efficiently with minimal overhead.

The company has used a number of a different frameworks to document their EA. They also previously used a number of other EA tools, which they found far too complex to use for the bulk of the organization. They wanted to consolidate all this existing information into a single source for their architects to progress down the path of TOGAF® 9 implementation

This organization had documented their processes, but found that they were being drawn differently. It was often unclear where to find the correct version of a given process.

The company needed to implement Enterprise Architecture in order to align IT with the business and to monitor mission performance all the way to IT investments and data. They wanted to support capital planning and investment and drive continuous improvement by making informed decisions.

The business analysis team had more than 700 process diagrams, written in varying kinds of BPMN. The lack of a central collaborative repository was imposing an unacceptable overhead.