A tailored enterprise architecture maturity model

A Tailored Maturity Model for Enterprise Architecture

IT

EA

Business

PMO

Communication

Team

IT DeliveryCIO/IT SMT

Procurement and

Vendor Managem

ent

IT Governance

and Security

Line Management

Senior Business Managers

Architecture Board

Process

Deliverable

s

What EA Maturity Models exist?• There is no standard model for EA Maturity• TOGAF refers to US Doc ACMM • As of July 2011, I found the following EA Maturity

Models in the following categories: -

Informal, vague, less used or less recent

• Maturity Model from NASCIO• EA Maturity Model from MIT Sloan• Enterprise Architecture Scorecard• Extended Enterprise Architecture Maturity Mo

del v2• Enterprise Architecture: A Maturity Model Bas

ed on Benefits Realization by Architecture and Governance Magazine

• Beam Research and other consultancy firms• WikiDot

More Formal and Structured

• ACMM - US Government Department of Commerce and Eavaluator from enterprise-architecture.com

• ITScore for EA from Gartner• EA Maturity Assessment From Forrester• EAMMF Version 2.0 from US Government Acco

untability Office

Basis of my EA Maturity Model

• I reviewed some of these Models and felt that Gartner's ITScore and the TOGAF recommended US DOC ACMM are very good and also similar. See here for blog and here for presentation.

• I have looked at both of these models and summarise them, I then added a graphic to display how the EA should interact with the rest of the organisation based on my experiences

• This will help our EA Team to develop

IT Score for Enterprise Architecture

Element Initial Developing Defined Managed Optimising

Commitment to EA

CIO/IT SMT have agreed to set-up EA in a limited way but are unsure of the benefits.

IT SMT beginning to see some value in certain areas. One or more EA projects getting some profile in Business Units.

CIO/IT SMT view the EA Team as a resource to assist them in strategic decision making. Many EA projects getting profile in Business Units and one or more being high profile, senior business managers starting to see and understand the value of EA.

Senior Managers from the Business Units view the EA Team as a resource to assist them in strategic decision making.

An overall review of the EA function is conducted every few years to ensure it is aligning to business strategy.

Team Some people have been assigned enterprise architecture as their primary responsibility. Some team members may have had received basic EA training. Basic tools such as MS Office are used to document the EA

For some projects, Subject matter experts have been recruited temporarily onto the EAvirtual team to participate in developing the EA. Most EA team members that have received basic EA training.

Subject matter experts used on most EA projects. Some Long-term EA team members that have received advanced EA training, some are certified. A specialized EA tool is used to document the EA

Subject matter experts used on all projects. All EA Team Members are certified in EA framework. A specialized EA tool is used to document the EA with some integration to other related tools

Enterprise architects that are certified through an internally approved certification scheme. Specialized EA tools are well integrated with other related tools (e.g., CMDB, BPM)

Internal Processes

Internal EA Processes are ad-hoc and localised. No Metrics defined.

A basic internally-developed process in place. At least one cycle of the EA development process has been completed.

EA Framework adopted but only partially implemented. A subset of EA deliverables has been prioritized and scheduled for development. EA refreshes feed into the budget planning cycle . Some EA metrics in place.

EA Framework implemented as fully as necessary. Metrics are fine tuned and linked to the future plans of IT and Business.

The EA development process is reviewed and improved periodically as required. Architecture process metrics are used to optimize and drive business linkages. Business involved in the continuous process improvements of EA.

Deliverables EA processes, documentation, andstandards are established by a variety of ad hoc means and are localized orInformal.

Some EA communications are planned and tailored to specific stakeholder needs. No agreed EA principles defined as yet. May have used Business capability models as a technique for understanding the business requirements. Typically looks 1-3 years ahead when planning Future State.

A specialized EA tool is used to document the EA. Some linkages between diagrams and documentation. EA principles defined and agreed at architecture board level.

EA Deliverables shape Business strategies. Develops Businessarchitecture principles and standards. Future state planning 3-5 years ahead. Specialized EA tools are integrated with other related tools e.g. CMDB.

The EA may be updatedmore frequently when out-of-cycle changes occur.

Governance No explicit governance of architectural Standards. IT would look to EA in a informal manner to help with Product Roadmaps and IT Strategic Plans. No formal links to IT Governance and Security, PMO or Procurement/Vendor Management.

An initial but lightweight EA governance framework has been created to assist with how architecture development decisions are made. No link to PMO or Procurement as yet.

Architecture board set-up . EA reviews are integrated into the system development lifecycle (SDLC) process. Projects that are not compliant with EA can be stopped through the review process. The enterprise architecture team is aware of all projects that are planned or underway within the organization.

All EA decisions to be signed off by Architecture Board. Dispensation Process defined. All EA work defined via Architecture Contracts. All Vendor Management and large procurement initiatives interact formally with Enterprise Architecture.

No unplanned IT investment or acquisition activity

Business Alignment

IT Strategic plans or upgrades are discussed with some business reps in an informal basis. EA may have looked at reducing IT service provision costs

EA work impacting one or more business lines plans. EA supports the re-use of IT Assets.

EA work schedule to ensure their analysis will impact all business lines plans..

EA projects created in parallel with business strategy development. Excellent buy-in into Architecture Board by Business units.

EA projects created in parallel with business strategy development.

My EA Maturity Model

The Roadmap to MaturityInitial Developing Defined Managed Optimised

EA Team in Place

IT focussed deliverables

Basic tools such as MS Office are used to document the EA

A specialized EA tool is used to document the EA.

Architecture board set-up .

EA principles defined and agreed at architecture board level.

CIO/IT SMT view the EA Team as a resource to assist them in strategic decision making.

EA work schedule aligned to business lines plans

Most EA team members that have received basic EA training.

An initial but lightweight EA governance framework in place

EA supports the re-use of IT Assets.

Senior Managers from the Business Units view the EA Team as a resource to assist them in strategic decision making

All EA Team Members are certified in EA framework

Metrics are fine tuned and linked to the future plans of IT and Business.

EA reviews are integrated into the system development lifecycle (SDLC) process

CIO/IT SMT have agreed to set-up EA in a limited way but are unsure of the benefits.

IT SMT beginning to see some value in certain areas. One or more EA projects getting some profile in Business Units.

An overall review of the EA function is conducted every few years to ensure it is aligning to business strategy.

EA Deliverables shape Business strategies.

All EA decisions to be signed off by Architecture Board. Dispensation Process defined

Specialized EA tools are well integrated with other related tools

No unplanned IT investment or acquisition activity

EA projects created in parallel with business strategy development.

All Vendor Management and large procurement initiatives interact formally with Enterprise Architecture.

IT

EA

Level 1 : Initial

Business

PMO

Commitment to EA CIO/IT SMT have agreed to set-up EA in a limited way but are unsure of the benefits.

Team Some people have been assigned enterprisearchitecture as their primary responsibility. Some team members may have hadreceived basic EA training. Basic tools such as MS Office are used to document the EA

Internal Processes Internal EA Processes are ad-hoc and localised

Deliverables EA processes, documentation, andstandards are established by a variety ofad hoc means and are localized orInformal.

Governance No explicit governance of architecturalStandards. No Metrics defined. IT would look to EA in a informal manner to help with Product Roadmaps and IT Strategic Plans. No formal links to IT Governance and Security, PMO or Procurement/Vendor Management.

Business Alignment IT Strategic plans or upgrades are discussed with some business reps in an informal basis. EA may have looked at reducing IT service provision costs

Informal EA underwayThe EA program, starts within IT and its purpose initially is often to try and bring ad hoc and disjointed IT decision making under control. Organisations have typically formally started an EA program but do not yet have governance structures, lack stakeholder support and have very few (if any) deliverables.

Communication

Team

IT DeliveryCIO/IT SMT

Procurement and

Vendor Managem

ent

IT Governance

and Security

Line Management

Senior Business Managers

Architecture Board

Process

Deliverable

s

IT

EA

Level 2 : Developing

Business

PMO

Commitment to EA IT SMT beginning to see some value in certain areas. One or more EA projects getting some profile in Business Units.

Team For some projects, Subject matter expertshave been recruited temporarily onto the EAvirtual team to participate in developing theEA. Most EA team members that havereceived basic EA training.

Internal Processes A basic internally-developed process in place. At least one cycle of the EA development process has been completed.

Deliverables Some EA communications are planned andtailored to specific stakeholder needs. No agreed EA principles defined as yet. May have used Businesscapability models as a technique for understanding the business requirements. Typically looks 1-3 years ahead when planning Future State.

Governance An initial but lightweight EA governance framework has been created to assist with how architecture development decisions are made. No link to PMO or Procurement as yet.

Business Alignment EA work impacting one or more business lines plans. No architecture board set-up as yet. EA supports the re-use of IT Assets.

EA developing but still ad-hoc in natureEA in place for some time, but it is not yet delivering real business value. For example, an organisation may have focused considerable effort on producing EA deliverables, but has not focused sufficient effort on compliance, so the EA program is not having a real impact on the change that is occurring in the organization through projects

Communication

Team

IT DeliveryCIO/IT SMT

Procurement and

Vendor Managem

ent

IT Governance

and Security

Line Management

Senior Business Managers

Architecture Board

Process

Deliverable

s

BusinessLine

Management

Senior Business Managers

Architecture Board

IT

EA

Level 3 : Defined

PMO

Commitment to EA

CIO/IT SMT view the EA Team as a resource to assist them in strategic decision making. Many EA projects getting profile in Business Units and one or more being high profile, senior business managers starting to see and understand the value of EA.

Team Subject matter experts used on most EA projects. Some Long-term EA team members that have received advanced EA training, some are certified. A specialized EA tool is used to document the EA

Internal Processes

EA Framework adopted but only partially implemented. A subset of EA deliverables has been prioritized and scheduled for development. EA refreshes feed into the budget planning cycle .

Deliverables A specialized EA tool is used to document the EA. Some linkages between diagrams and documentation. EA principles defined and agreed at architecture board level.

Governance EA reviews are integrated into the system development lifecycle (SDLC) process. Projects that are not compliant with EA can be stopped through the review process. The enterprise architecture team is aware of all projects thatare planned or underway within the organization. Some EA metrics in place. Architecture board set-up

Business Alignment

EA work schedule to ensure their analysis will impact all business lines plans..

An EA program is in place anddelivering value to the businessEA program has been established and has reached a minimum level of maturity in all the dimensions of EA

Communication

Team

IT DeliveryCIO/IT SMT

Procurement and

vendor Managem

ent

IT Governance

and Security

Process

Deliverable

s

Business

IT

EA

Level 4 : Managed

PMO

Commitment to EA

Senior Managers from the Business Units view the EA Team as a resource to assist them in strategic decision making.

Team Subject matter experts used on all projects. All EA Team Members are certified in EA framework. A specialized EA tool is used to document the EA with some integration to other related tools

Internal Processes

EA Framework implemented as fully as necessary. Metrics are fine tuned and linked to the future plans of IT and Business.

Deliverables EA Deliverables shape Business strategies. Develops Businessarchitecture principles and standards. Future state planning 3-5 years ahead. Specialized EA tools are integrated with other related tools e.g. CMDB.

Governance All EA decisions to be signed off by Architecture Board. Dispensation Process defined. All EA work defined via Architecture Contracts. All Vendor Management and large procurement initiatives interact formally with Enterprise Architecture.

Business Alignment

EA projects created in parallel with business strategy development. Excellent buy-in into Architecture Board by Business units.

EA is fully aligned with the Business UnitsThe EA program is embedded in the organization, and there are no longer discussions questioning the value of EA.

Communication

Team

IT DeliveryCIO/IT SMT

Procurement and

Vendor managem

ent

IT Governance

and Security

Line Management

Senior Business Managers

Architecture Board

Process

Deliverable

s

Business

IT

EA

Level 5 : Optimised

PMO

Commitment to EA

An overall review of the EA function is conducted every few years to ensure it is aligning to business strategy.

Team Enterprise architects that are certified through an internally approved certification scheme. Specialized EAtools are well integrated with other related tools (e.g., CMDB, BPM)

Internal Processes

The EA development process is reviewed and improved periodically as required. Architecture process metrics are used to optimize and drive business linkages. Business involved in the continuous process improvements of EA.

Deliverables . The EA may be updatedmore frequently when out-of-cycle changes occur.

Governance No unplanned IT investment or acquisition activity

Business Alignment

EA projects created in parallel with business strategy development.

EA gets optimisedVery few organizations have achieved, or will achieve, an optimizing level on an overall basis. More commonly, organizations will achieve this level in one or more dimensions, but not all

Communication

Team

IT DeliveryCIO/IT SMT

Procurement and

Vendor managem

ent

IT Governance

and Security

Line Management

Senior Business Managers

Architecture Board

Process

Deliverable

s