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 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 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 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®.

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 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 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

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.