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Representative POMs are described for Architecture Planning at each level of maturity.

1Initial

• Practice

  Have the project teams define the technical architecture of the solution being developed or deployed. Encourage the project teams to build their own architectural components based on their project needs.

  Outcome

  Start of visibility across specific projects.

  Metric

  No metrics at this level.

2Basic

• Practice

  Publish and maintain technology standards for the lower end of the infrastructure (e.g. Hardware and Operating Systems). Have technology life cycles considered by budget planning. Conduct EA workshops to establish goals, and build a detailed plan. Include dotted line subject matter experts and other key stakeholders.

  Outcome

  The organization is aware of and can reduce business risks related to End of Service Life. Pro-active communication and governance of technologies.

  Metric

  % of IT domains with defined architecture vision and roadmaps; % of technologies with defined standards and life cycle status

3Intermediate

• Practice

  Set aside a pool of money at the beginning of each year specifically for architecture projects. Establish common templates for architecture vision and roadmaps across IT domains. Develop an enterprise capability model that maps key business processes in primary business units to specific IT applications that support those processes. Development of the model is done jointly between enterprise architecture stakeholders, other IT stakeholders, and end business stakeholders. Develop a financial baseline that maps business processes to the costs required to support them in terms of each technology domain. Develop risk maps to map business processes to the technology platforms that are near End of Service Life (EoSL).

  Outcome

  Visibility into services cost, capabilities and interdependencies. Visibility into business risk generated by unsupported technology.

  Metric

  % of architecture roadmap / projects with business involvement; % of IT services (including application areas) planned and updated annually

4Advanced

• Practice

  Published and maintain Technology standards and life cycles for the entire stack (Hardware to business services). Develop detailed financial model to map key business process to specific applications and components used to support them. Validate all new IT material investments against existing roadmaps. Rather than specifying applications purely in terms of cost, instead specify in terms of business value delivered. Use an enterprise capability model as the basis for architecture planning, where architecture roadmaps for each domain are described in terms of business capabilities delivered. Involve broader IT stakeholders (account managers, business liaisons) in roadmap definition and maintenance, either through interviews or direct participation in planning teams. Have a clear business sponsor and ownership by the CIO, for the Architecture Vision and Roadmaps.

  Outcome

  Business-oriented, business-driven architecture planning. Optimised IT investment.

  Metric

  % of BUs involved with architecture planning # of roadmap reviews per year # of shared, reusable architecture components or services

5Optimized

• Practice

  Use the architecture vision and roadmap as a strategy, not an end state. Use the roadmaps to anticipate and plans for future business and technology trends. Have the Architecture Vision and Roadmaps jointly owned by the business and IT, and have the effort sponsored by the CEO.

  Outcome

  Improved time to deliver new business capabilities.

  Metric

  % change in unit cost of services year over year;