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.

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A tailored enterprise architecture maturity model

  1. 1. Business<br />Senior <br />Business <br />Managers<br />Architecture <br />Board<br />Line <br />Management<br />EA<br />PMO<br />Procurement and Vendor Management<br />IT Governance<br /> and Security<br />Team<br />Process<br />Deliverables<br />IT<br />Communication<br />CIO/IT SMT<br />IT Delivery<br />A Tailored Maturity Model for Enterprise Architecture<br />
  2. 2. What EA Maturity Models exist?<br />There is no standard model for EA Maturity<br />TOGAF refers to US Doc ACMM <br />As of July 2011, I found the following EA Maturity Models in the following categories: -<br />
  3. 3. Basis of my EA Maturity Model<br />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.<br />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<br />This will help our EA Team to develop<br />
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  5. 5. IT Score for Enterprise Architecture<br />
  6. 6. My EA Maturity Model<br />
  7. 7. The Roadmap to Maturity<br />Initial<br />Managed<br />Optimised<br />Developing<br />Defined<br />CIO/IT SMT view the <br />EA Team as a resource <br />to assist them in <br />strategic decision making. <br />CIO/IT SMT have agreed to set-up EA in a limited way but are unsure of the benefits. <br />All Vendor Management and large procurement initiatives interact formally with Enterprise Architecture.<br />IT SMT beginning to see some value in certain areas. One or more EA projects getting some profile in Business Units.<br />No unplanned IT investment or acquisition activity<br />All EA Team Members are certified in EA framework<br />A specialized EA tool is used to document the EA. <br />Most EA team members that have received basic EA training. <br />Basic tools such as MS Office <br />are used to document the EA<br />EA reviews are integrated into the system development lifecycle (SDLC) process<br />EA projects created in parallel with business strategy development.<br />Metrics are fine tuned and linked to the future plans of IT and Business.<br />Specialized EA tools are well integrated with other related tools <br />EA Deliverables shape Business strategies. <br />EA supports the re-use of IT Assets.<br />IT focussed <br />deliverables<br />EA principles <br />defined and <br />agreed at <br />architecture <br />board level.<br />All EA decisions to be signed off by Architecture Board. Dispensation Process defined<br />Architecture <br />board set-up . <br />An initial but lightweight EA governance framework in place<br />An overall review of the EA function is conducted every few years to ensure it is aligning to business strategy.<br />Senior Managers from the Business Units view the EA Team as a resource to assist them in strategic decision making<br />EA work schedule aligned to <br />business lines plans<br />EA Team <br />in Place<br />
  8. 8. Informal EA underway<br />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.<br />Level 1 : Initial<br />Business<br />Senior <br />Business <br />Managers<br />Architecture <br />Board<br />Line <br />Management<br />EA<br />PMO<br />Procurement and Vendor Management<br />IT Governance<br /> and Security<br />Team<br />Process<br />Deliverables<br />IT<br />Communication<br />CIO/IT SMT<br />IT Delivery<br />
  9. 9. EA developing but still ad-hoc in nature<br />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<br />Level 2 : Developing<br />Business<br />Senior <br />Business <br />Managers<br />Architecture <br />Board<br />Line <br />Management<br />EA<br />PMO<br />Procurement and Vendor Management<br />IT Governance<br /> and Security<br />Team<br />Process<br />Deliverables<br />IT<br />Communication<br />CIO/IT SMT<br />IT Delivery<br />
  10. 10. An EA program is in place and<br />delivering value to the business<br />EA program has been established and has reached a minimum level of maturity in all the dimensions of EA <br />Level 3 : Defined<br />Business<br />Senior <br />Business <br />Managers<br />Architecture <br />Board<br />Line <br />Management<br />EA<br />PMO<br />Procurement and vendor Management<br />IT Governance<br /> and Security<br />Team<br />Process<br />Deliverables<br />IT<br />Communication<br />IT Delivery<br />CIO/IT SMT<br />
  11. 11. Level 4 : Managed<br />EA is fully aligned with the Business Units<br />The EA program is embedded in the organization, and there are no longer discussions questioning the value of EA.<br />Business<br />Senior <br />Business <br />Managers<br />Architecture <br />Board<br />Line <br />Management<br />EA<br />Procurement and Vendor management<br />PMO<br />IT Governance<br /> and Security<br />Team<br />Process<br />Deliverables<br />IT<br />Communication<br />IT Delivery<br />CIO/IT SMT<br />
  12. 12. EA gets optimised<br />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 <br />Level 5 : Optimised<br />Business<br />Senior <br />Business <br />Managers<br />Architecture <br />Board<br />Line <br />Management<br />EA<br />Procurement and Vendor management<br />PMO<br />IT Governance<br /> and Security<br />Team<br />Process<br />Deliverables<br />IT<br />Communication<br />IT Delivery<br />CIO/IT SMT<br />