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

1Initial

• Practice

  Start to assess the impact of IT strategic planning within specific projects.

  Outcome

  Some planning at the project level.

  Metric

  No metrics at this level.

2Basic

• Practice

  Make the Senior IT stakeholders aware of the Architecture Vision (target state) and roadmap. Establish an Architecture Board that includes the Chief Architects. Define solutions and deployment plans for major initiatives by considering the Architecture context. Identify a set of information that architects should provide for their domain to inform IT strategy planning. Plan technology obsolescence and upgrades using the technology standards and life cycle information.

  Outcome

  Pro-actively plan and budget technology upgrades.

  Metric

  % of technologies at risk (life cycle risk)

3Intermediate

• Practice

  Have the senior IT stakeholders contribute to the creation of the Architecture Vision (target state) and roadmap. Include senior IT stakeholders on the Architecture Board. Ensure Architects are active participants in the Strategic Planning process. Use architecture roadmaps to inform prioritisation and investment allocation during the IT budgeting and portfolio management process. Manage architecture change as a process.

  Outcome

  IT planning is done on a multi-year basis, using a balanced approach to IT investments.

  Metric

  % of IT budget on new capabilities vs. run/maintain of existing capabilities

4Advanced

• Practice

  Have the CIO and business stakeholders create the Architecture Vision (target state) and roadmaps, thorough a process facilitated by enterprise architects. Include business stakeholders on the Architecture Board. Ensure Architects drive the Strategic Planning process. Drive the alignment between business and IT by using the Architecture Vision and Roadmap . Drive prioritisation and investment allocation during the IT budgeting and portfolio management process using the Architecture roadmaps. Treat the Architecture components as separate entities that have their own funding.

  Outcome

  IT is business-centric and business views IT as a value centre.

  Metric

  % change in business satisfaction with IT % acceptance of projects/capabilities called out by architecture roadmaps

5Optimized

• Practice

  Create a separate investment model for the Architecture components. Establish a common planning cycle between business groups, IT, and EA - all should influence each other. Define Strategy in terms of the architecture vision. Anticipate future business and technology trends by using the Architecture Vision. Have the CIO become the de-facto Chief Architect. Have a Architecture Vision this is owned jointly by business and IT, and sponsored by the CEO.

  Outcome

  Enterprise Architecture is a thought leader within the IT function, and a source of competitive advantage.

  Metric

  % change in business satisfaction with IT % acceptance of projects/capabilities called out by architecture roadmaps