A tailored enterprise architecture maturity model
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A tailored enterprise architecture maturity model

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Using Gartner's ITScore and US DOC ACMM Maturity Models as a basis for my own.

Using Gartner's ITScore and US DOC ACMM Maturity Models as a basis for my own.

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A tailored enterprise architecture maturity model A tailored enterprise architecture maturity model Presentation Transcript

  • Business
    Senior
    Business
    Managers
    Architecture
    Board
    Line
    Management
    EA
    PMO
    Procurement and Vendor Management
    IT Governance
    and Security
    Team
    Process
    Deliverables
    IT
    Communication
    CIO/IT SMT
    IT Delivery
    A Tailored Maturity Model for Enterprise Architecture
  • 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: -
  • 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
  • My EA Maturity Model
  • The Roadmap to Maturity
    Initial
    Managed
    Optimised
    Developing
    Defined
    CIO/IT SMT view the
    EA Team as a resource
    to assist them in
    strategic decision making.
    CIO/IT SMT have agreed to set-up EA in a limited way but are unsure of the benefits.
    All Vendor Management and large procurement initiatives interact formally with Enterprise Architecture.
    IT SMT beginning to see some value in certain areas. One or more EA projects getting some profile in Business Units.
    No unplanned IT investment or acquisition activity
    All EA Team Members are certified in EA framework
    A specialized EA tool is used to document the EA.
    Most EA team members that have received basic EA training.
    Basic tools such as MS Office
    are used to document the EA
    EA reviews are integrated into the system development lifecycle (SDLC) process
    EA projects created in parallel with business strategy development.
    Metrics are fine tuned and linked to the future plans of IT and Business.
    Specialized EA tools are well integrated with other related tools
    EA Deliverables shape Business strategies.
    EA supports the re-use of IT Assets.
    IT focussed
    deliverables
    EA principles
    defined and
    agreed at
    architecture
    board level.
    All EA decisions to be signed off by Architecture Board. Dispensation Process defined
    Architecture
    board set-up .
    An initial but lightweight EA governance framework in place
    An overall review of the EA function is conducted every few years to ensure it is aligning to business strategy.
    Senior Managers from the Business Units view the EA Team as a resource to assist them in strategic decision making
    EA work schedule aligned to
    business lines plans
    EA Team
    in Place
  • Informal EA underway
    The 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.
    Level 1 : Initial
    Business
    Senior
    Business
    Managers
    Architecture
    Board
    Line
    Management
    EA
    PMO
    Procurement and Vendor Management
    IT Governance
    and Security
    Team
    Process
    Deliverables
    IT
    Communication
    CIO/IT SMT
    IT Delivery
  • EA developing but still ad-hoc in nature
    EA 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
    Level 2 : Developing
    Business
    Senior
    Business
    Managers
    Architecture
    Board
    Line
    Management
    EA
    PMO
    Procurement and Vendor Management
    IT Governance
    and Security
    Team
    Process
    Deliverables
    IT
    Communication
    CIO/IT SMT
    IT Delivery
  • An EA program is in place and
    delivering value to the business
    EA program has been established and has reached a minimum level of maturity in all the dimensions of EA
    Level 3 : Defined
    Business
    Senior
    Business
    Managers
    Architecture
    Board
    Line
    Management
    EA
    PMO
    Procurement and vendor Management
    IT Governance
    and Security
    Team
    Process
    Deliverables
    IT
    Communication
    IT Delivery
    CIO/IT SMT
  • Level 4 : Managed
    EA is fully aligned with the Business Units
    The EA program is embedded in the organization, and there are no longer discussions questioning the value of EA.
    Business
    Senior
    Business
    Managers
    Architecture
    Board
    Line
    Management
    EA
    Procurement and Vendor management
    PMO
    IT Governance
    and Security
    Team
    Process
    Deliverables
    IT
    Communication
    IT Delivery
    CIO/IT SMT
  • EA gets optimised
    Very 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
    Level 5 : Optimised
    Business
    Senior
    Business
    Managers
    Architecture
    Board
    Line
    Management
    EA
    Procurement and Vendor management
    PMO
    IT Governance
    and Security
    Team
    Process
    Deliverables
    IT
    Communication
    IT Delivery
    CIO/IT SMT