A tailored enterprise architecture maturity model
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The document describes a tailored maturity model for enterprise architecture (EA). It reviews several existing EA maturity models and proposes a 5-level model based on the TOGAF and Gartner ITScore models. The levels are: Initial, Developing, Defined, Managed, and Optimized. At each level, the model specifies how EA should interact with and provide value to the business, IT leadership, and other organizational functions.
A tailored enterprise architecture maturity model
- 1. BusinessSenior Business ManagersArchitecture BoardLine ManagementEAPMOProcurement and Vendor ManagementIT Governance and SecurityTeamProcessDeliverablesITCommunicationCIO/IT SMTIT DeliveryA Tailored Maturity Model for Enterprise Architecture
- 2. What EA Maturity Models exist?There is no standard model for EA MaturityTOGAF refers to US Doc ACMM As of July 2011, I found the following EA Maturity Models in the following categories: -
- 3. Basis of my EA Maturity ModelI 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 experiencesThis will help our EA Team to develop
- 5. IT Score for Enterprise Architecture
- 6. My EA Maturity Model
- 7. The Roadmap to MaturityInitialManagedOptimisedDevelopingDefinedCIO/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 activityAll EA Team Members are certified in EA frameworkA 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 EAEA reviews are integrated into the system development lifecycle (SDLC) processEA 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 deliverablesEA principles defined and agreed at architecture board level.All EA decisions to be signed off by Architecture Board. Dispensation Process definedArchitecture board set-up . An initial but lightweight EA governance framework in placeAn 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 makingEA work schedule aligned to business lines plansEA Team in Place
- 8. 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.Level 1 : InitialBusinessSenior Business ManagersArchitecture BoardLine ManagementEAPMOProcurement and Vendor ManagementIT Governance and SecurityTeamProcessDeliverablesITCommunicationCIO/IT SMTIT Delivery
- 9. 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 projectsLevel 2 : DevelopingBusinessSenior Business ManagersArchitecture BoardLine ManagementEAPMOProcurement and Vendor ManagementIT Governance and SecurityTeamProcessDeliverablesITCommunicationCIO/IT SMTIT Delivery
- 10. 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 Level 3 : DefinedBusinessSenior Business ManagersArchitecture BoardLine ManagementEAPMOProcurement and vendor ManagementIT Governance and SecurityTeamProcessDeliverablesITCommunicationIT DeliveryCIO/IT SMT
- 11. Level 4 : ManagedEA 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.BusinessSenior Business ManagersArchitecture BoardLine ManagementEAProcurement and Vendor managementPMOIT Governance and SecurityTeamProcessDeliverablesITCommunicationIT DeliveryCIO/IT SMT
- 12. 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 Level 5 : OptimisedBusinessSenior Business ManagersArchitecture BoardLine ManagementEAProcurement and Vendor managementPMOIT Governance and SecurityTeamProcessDeliverablesITCommunicationIT DeliveryCIO/IT SMT