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.

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.

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 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 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 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.

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.

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 As a result, business processes were becoming outdated.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 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 project had numerous process consultants deriving process maps in Visio. They needed a way to manage these process maps efficiently with minimal overhead.