Senior Business

Business Line Architecture

Managers Management Board

EA

Vendor Management
Procurement and
IT Governance
and Security
Team

Process

Deliverables

PMO
Communication

CIO/IT SMT IT Delivery IT

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: -
Informal, vague, less used or less recent More Formal and Structured

• Maturity Model from NASCIO • ACMM - US Government Department of

• EA Maturity Model from MIT Sloan
• Enterprise Architecture Scorecard
• Extended Enterprise Architecture Maturity
Model v2
• Enterprise Architecture: A Maturity Model
Based on Benefits Realization by Architecture
and Governance Magazine
• Beam Research and other consultancy firms
• WikiDot
Commerce and Eavaluator from enterprise-
architecture.com
• ITScore for EA from Gartner
• EA Maturity Assessment From Forrester
• EAMMF Version 2.0 from US Government
Accountability 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
 My EA Maturity Model
Element Initial
CIO/IT SMT have agreed to set-up EA
Commitment in a limited way but are unsure of the
to EA benefits.
Some people have been assigned
Team 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
Internal EA Processes are ad-hoc and
Internal localised. No Metrics defined.
Processes
EA processes, documentation, and
Deliverables standards are established by a variety
of ad hoc means and are localized or
Informal.
No explicit governance of
Governance 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.
IT Strategic plans or upgrades are
Business discussed with some business reps in
Alignment an informal basis. EA may have looked
at reducing IT service provision costs
Developing
IT SMT beginning to see some value in
certain areas. One or more EA
projects getting some profile in
Business Units.
For some projects, Subject matter
experts have been recruited
temporarily onto the EA
virtual team to participate in
developing the EA. Most EA team
members that have received basic EA
training.
A basic internally-developed process
in place. At least one cycle of the EA
development process has been
completed.
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.
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.
EA work impacting one or more
business lines plans. EA supports the
re-use of IT Assets.
Defined
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.
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
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.
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.
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.
EA work schedule to ensure their analysis
will impact all business lines plans..
Managed
Senior Managers from the Business Units
view the EA Team as a resource to assist
them in strategic decision making.
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
EA Framework implemented as fully as
necessary. Metrics are fine tuned and
linked to the future plans of IT and
Business.
EA Deliverables shape Business
strategies. Develops Business
architecture principles and standards.
Future state planning 3-
5 years ahead. Specialized EA tools are
integrated with other related tools e.g.
CMDB.
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.
EA projects created in parallel with
business strategy development. Excellent
buy-in into Architecture Board by
Business units.
Optimising
An overall review of the EA function
is conducted every few years to
ensure it is aligning to business
strategy.
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)
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.
The EA may be updated
more frequently when out-of-cycle
changes occur.
No unplanned IT investment or
acquisition activity
EA projects created in parallel with
business strategy development.
 The Roadmap to Maturity
Initial Developing Defined Managed Optimised
CIO/IT SMT have IT SMT beginning to see CIO/IT SMT view the All Vendor
agreed to set-up some value in certain EA Team as a resource Management and
EA in a limited way areas. One or more EA to assist them in large procurement
but are unsure of projects getting some strategic decision making. initiatives interact No unplanned IT
the benefits. profile in Business formally with investment or
Units. Enterprise All EA Team acquisition activity
Architecture. Members are
Most EA team A specialized EA certified in EA
members that tool is used to framework
have received document the EA.
Basic tools
such as MS basic EA EA reviews are
Office training. integrated into the EA projects created in
are used to system development parallel with business
document the lifecycle (SDLC) strategy development.
Metrics are
EA process
fine tuned
Specialized
and linked
EA Deliverables to the EA tools are
EA supports
shape Business future plans well
the re-use of
strategies. integrated
IT focussed IT Assets. of IT and
with other
deliverables Business.
related tools
EA principles
defined and All EA decisions to be
agreed at signed off by
Architecture
architecture Architecture Board.
board set-up .
board level. Dispensation Process
defined
An initial but
lightweight EA Senior Managers from the An overall review of the
governance Business Units view the EA function is conducted
framework in EA Team as a resource to every few years to ensure
EA Team place EA work schedule aligned to assist them in strategic it is aligning to business
in Place business lines plans decision making strategy.
 Level 1 :
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

Initial program but do not yet have governance structures, lack

stakeholder support and have very few (if any) deliverables.

Commitment to EA CIO/IT SMT have agreed to set-up EA in a limited

way but are unsure of the benefits.
Business
Senior Team Some people have been assigned enterprise
Business Line Architecture architecture as their primary responsibility.
Managers Management Board Some team members may have had
received 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
EA Vendor Management
Procurement and
IT Governance
and Security
Team

Process

Deliverables

Deliverables EA processes, documentation, and

PMO

standards are established by a variety of

ad hoc means and are localized or
Informal.
Governance No explicit governance of architectural
Standards. No Metrics defined. IT would look to
EA in a informal manner to help with Product
Communication 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
CIO/IT SMT IT Delivery some business reps in an informal basis. EA may

IT have looked at reducing IT service provision costs

 EA developing but still ad-hoc in nature
Level 2 : 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

Developing 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
Commitment to EA IT SMT beginning to see some value in certain areas.
One or more EA projects getting some profile in
Business Units.
Business
Team For some projects, Subject matter experts
Senior have been recruited temporarily onto the EA
Business Line Architecture
Board
virtual team to participate in developing the
Managers Management
EA. Most EA team members that have
received basic EA training.
Internal Processes A basic internally-developed process in place. At least
EA Vendor Management one cycle of the EA development process has been
Procurement and
IT Governance

completed.
and Security
Team

Process

Deliverables

Deliverables Some EA communications are planned and

PMO

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

CIO/IT SMT IT Delivery Business Alignment EA work impacting one or more business lines plans.

IT No architecture board set-up as yet. EA supports the

re-use of IT Assets.
 Level 3 : An EA program is in place and
delivering value to the business
EA program has been established and has reached a

Defined minimum level of maturity in all the dimensions of EA

Commitment CIO/IT SMT view the EA Team as a resource to assist them in

to EA strategic decision making. Many EA projects getting profile in

Senior
Business Business Units and one or more being high profile, senior
business managers starting to see and understand the value
Business Line Architecture of EA.
Managers Management Board
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 EA tool is used to document the EA

vendor Management
Procurement and
Internal EA Framework adopted but only partially implemented. A
IT Governance
Team

Process

Deliverables

subset of EA deliverables has been prioritized and scheduled

and Security

Processes
for development. EA refreshes feed into the budget planning
PMO

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
Communication 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. Some EA
CIO/IT SMT IT Delivery metrics in place. Architecture board set-up
Business EA work schedule to ensure their analysis will impact all
IT Alignment business lines plans..
 Level 4 : EA is fully aligned with the Business Units
The EA program is embedded in the organization,
and there are no longer discussions questioning the
Managed value of EA.

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

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

EA Internal EA Framework implemented as fully as necessary. Metrics

Vendor management
are fine tuned and linked to the future plans of IT and

Procurement and
Processes
Business.
IT Governance
Team

Process

Deliverables

and Security

Deliverables EA Deliverables shape Business strategies. Develops Business

PMO

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

Business EA projects created in parallel with business strategy

CIO/IT SMT IT Delivery IT Alignment development. Excellent buy-in into Architecture Board by
Business units.
 EA gets optimised
Level 5 : Very few organizations have achieved, or will
achieve, an optimizing level on an overall basis.

Optimised More commonly, organizations will achieve this

level in one or more dimensions, but not all
Commitment An overall review of the EA function is conducted every few
Business to EA years to ensure it is aligning to business strategy.
Senior
Business Line Architecture
Managers Management Board Team 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)
EA
Vendor management
Internal The EA development process is reviewed and improved

Procurement and
Processes periodically as required. Architecture process metrics are
IT Governance
Team

Process

Deliverables

used to optimize and drive business linkages. Business

and Security

involved in the continuous process improvements of EA.

PMO

Deliverables . The EA may be updated

more frequently when out-of-cycle changes occur.

Governance No unplanned IT investment or acquisition activity

Communication

Business EA projects created in parallel with business strategy

CIO/IT SMT IT Delivery Alignment development.
IT