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Create a Roadmap for EA Using Capability Maturity ModelsUniversity of Alaska - PM and EA Workshop – May 2008
Leo de Sousa, Manager, Application Services and Enterprise ArchitectureBritish Columbia Institute of Technology
© 2007 BCIT IT Services
Agenda
• Capability Maturity Models• Value and Benefits• Measurement• Now Build Your CMM• Future• Questions
© 2007 BCIT IT Services
Capability Maturity Models
• CMM was developed by the SEI at Carnegie Mellon University in Pittsburgh – http://www.sei.cmu.edu/cmm/
• Five Level Model to guide and assess the maturity of a process
• Now adapted as a model to describe incremental attributes of maturity for methodologies and disciplines
© 2007 BCIT IT Services
CMM – Capability Maturity Models
Valu
e
Time
Level 1 Level 2 Level 3 Level 4 Level 5 Level #
Descript.
Attributes• General awareness of discipline &/or methods
• Some early & isolated attemps
Level 1 + …… • Definition of semantics and process targets
• Where you want to be
Level 2 + …… • Processes are tested, tuned, and systemized
• Systemic approach to discipline &/or methodology
Level 3 + ……
• Integrated into broader areas of practice
• Recognized opportunities to apply discipline &/or methodology
Level 4 + …… • Discipline is optimized for effectiveness and efficacy
• Consistent application of Best Practices
• Operates as a “Centre of Excellence”
ProcessOptimized
ProcessManaged
ProcessRepeatable
ProcessDefined
InitialAwareness
© 2007 BCIT IT Services
Capability Maturity Model - Benefits
• Level 5: Optimizing - Continuously targeting improvements required to meet business objectives
• Level 4: Quantitatively Managed - Predictable results, knowledge of factors causing variance and reuse
• Level 3: Defined - Meeting cost and functionality targets as well as improved quality
• Level 2: Repeatable - Meeting schedule and reduced turnover resulting from less overtime
• Level 1: Initial - No benefits: Inconsistency, schedule and budget overruns, and defective applications
© 2007 BCIT IT Services
CMM's Five Maturity Levels for Software Processes
1. At the initial level, processes are disorganized, even chaotic. – Success is likely to depend on individual efforts,
and is not considered to be repeatable, because processes would not be sufficiently defined and documented to allow them to be replicated.
© 2007 BCIT IT Services
CMM's Five Maturity Levels for Software Processes
2. At the repeatable level, basic project management techniques are established– Successes could be repeated, because the
requisite processes would have been made established, defined, and documented.
© 2007 BCIT IT Services
CMM's Five Maturity Levels for Software Processes
3. At the defined level, an organization has developed its own standard software processthrough greater attention to documentation,
standardization, and integration.
© 2007 BCIT IT Services
CMM's Five Maturity Levels for Software Processes
4. At the managed level, an organization monitors and controls its own processes– through data collection and analysis.
© 2007 BCIT IT Services
CMM's Five Maturity Levels for Software Processes
5. At the optimizing level, processes are constantly being improved– through monitoring feedback from current
processes and introducing innovative processes to better serve the organization's particular needs.
© 2007 BCIT IT Services
The Value of CMMs
• You can use CMMs to:– Describe the maturity process of EA– Create a roadmap for maturing EA– Communicate with clients of EA
• Use CMMs as roadmaps to maturing a methodology – “What should I do next?”– “Where should I focus next?”
• Can be used as a performance development tool by managers
• Useful Work Planning tool by the EA
© 2007 BCIT IT Services
Measuring the Value – Use a CMM Roadmap
• Maturing our EA Methodology– Introducing new EA practice required a plan and a roadmap– Enterprise Architect needed a way to communicate their EA’s process to
stakeholders– Published the EA CMM within IT Services and to the BCIT client community
• Measurement Attributes– Easy to assess if complete or not– Simple scoring system – no weighting for more complex attributes– Updated as attributes are complete– Reviewed annually to account for changes in strategy
• Communication– The CMM is the roadmap– Clients (internally and externally) can see where the practice is going
© 2007 BCIT IT Services
CMM – Enterprise Architecture
Time
Valu
e
Level 1 Level 2 Level 3 Level 4 Level 5
EA ProcessOptimized
EA ProcessManaged
EA ProcessDefined
EA ProcessDevelopment
EA ProcessInformal
• EA ad hoc • EA docs & stds
created locally• Tech Reqmts
determine strategy
• No IT Service Culture
Level 1 + …… • Implements
Zachman• EA Guiding
Principles• EA Roles • Explicit links
to BCIT strategy
• EA Artifact Development
• EA Docs Centralized
Level 2 + …… • EA Guiding
Principles Published
• EA Roles Integ.• EA Process
Communicate• EA Manages
Artifacts• Senior Mgmt
support and endorse EA
• Explicit EA governance for BCIT IT purchases based on stds
Level 3 + …… • EA GP & Stds
recognized institutionally
• BCIT Capital Plan adjusted based on EA
• Senior Mgmt involved in EA review
• Domain Arch. Manage docs
• Explicit governance for managing IT purchase variances
• All planned IT purchases governed by EA standards
Level 4 + …… • EA integrated
in BCIT • EA Standards
& Waivers improve EA
• EA metrics support every decision maker at BCIT• Explicit
governance of IT purchases using EA Stds & Waivers
• Technology Investments Optimized with EA
April 2005 – March 2008
Attributes
Descript.
Level #
© 2007 BCIT IT Services
EA CMM in Excel
© 2007 BCIT IT Services
Measuring the Value – Level 1
Level 1 – EA Process Informal
EA ad hoc for architecture domainsArchitecture planning/implementation donein silos
EA documents and standards created locallyLack of an integrated architecture,
standardized
Technology requirements determineimplementation strategy
Technology decisions are based on existingvendor requirements
Lack of IT Service Culture Firefighting or reactive mode
Business needs do not drive technologyadoption Minimal links to business strategy
Possible Score:5 Actual Score:5
© 2007 BCIT IT Services
Measuring the Value – Level 2
Level 2 – EA Process Development
Adopt EA Framework Selected Zachman Framework
EA Guiding Principles and Standards Developed
Create EA guiding principles for making technology decisions
EA roles and responsibilities developed
Articulated roles in various governance groups and responsibilities for architecture changes
Explicit links to BCIT Strategy IT Projects support a strategic initiative
EA Artifact DevelopmentCreate and publish documents and standards
based on guiding principles
EA documents centralizedCreated a web place with doc repository and
blog
Possible Score: 6 Actual Score: 6
© 2007 BCIT IT Services
Measuring the Value – Level 3
Level 3 – EA Process Defined
EA Guiding Principles and Standards PublishedPublish EA guiding principles for making technology decisions
EA roles integrated into IT Services processes EA Approval in PM and ChgM
EA Process Communicated Make EA presentations internally and externally
Enterprise Architect Manages DocumentsEnterprise Architect responsible for evolving documents
Senior Mgmt support and endorse EA Senior Mgmt make decisions using EA principles
Explicit EA governance for IT Services technology purchases based on standards
IT Services will ensure technology purchases from their budget meet EA standards
Define and Capture EA Metrics Publish current EA metrics and identify target metrics
Build EA Documents Domain Architects develop current state documents
Possible Score: 8 Actual Score: 5.5
© 2007 BCIT IT Services
Measuring the Value – Level 4
Level 4 – EA Process Managed
EA Guiding Principles and Standards Embedded into Institutional Culture
Clients leverage EA documents to plan and implement technology
BCIT Capital Plan adjusted based on EA principles Operational Planning and Budget Requests rely on EA
Senior Mgmt understand and use EASenior Mgmt present institutional strategy (internal & external) using EA
Domain Architects Manage Documents Domain Architects responsible for currency of documents
Deviations from EA Standards require an Approved WaiverIT Services Mgmt must approve a deviation from EA standards
Explicit EA governance for all BCIT technology purchases based on standards
IT Services will ensure BCIT technology purchases meet EA standards
Conduct EA Metric Gap Analysis Generate projects that move EA to target metric
Possible Score: 7 Actual Score: 1.5
© 2007 BCIT IT Services
Measuring the Value – Level 5
Level 5 – EA Process Optimized
EA integrated into the education, research and business of BCIT EA Documents used by every decision maker
Explicit governance of technology purchases using EA standards & waivers
Senior Mgmt must approve a deviation from EA standards
EA metrics are the authoritative source to improve BCIT using technology
Senior Mgmt use EA dashboard to understand current and projected technology needs
EA drives Strategic and Operational Budget Planning
Budgets are approved based on EA identified needs instead of a bidding process
Technology investments optimized by adhering to Institutional EA process
No unplanned technology investments made at BCIT
Possible Score: 5 Actual Score: 0.5
© 2007 BCIT IT Services
Measuring the Value – Where are we?
EnterpriseArchitectureCMM Summary 1 2 3 4 5
Total
Total
as of March 2008
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
EnterpriseArchitecture 5 5 6 6 8 5.5 7 1.5 5 0.5 31 18.5
© 2007 BCIT IT Services
Time to Build Your CMM
Building Your EA CMM
Identify 5 levels of EA
Maturity
Add activities and processes for each level
Score your completion of each activity
© 2007 BCIT IT Services
Questions