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Representative POMs are described for Organization Structure and Skills at each level of maturity.

1Initial

• Practice

  Start to define architectural roles and responsibilities.

  Outcome

  Some architectural structures are in existence that are provided using individual solutions by architects or designers.

  Metric

  None at departmental or IT level.

2Basic

• Practice

  Define and establish architecture positions within some specific projects and domains.

  Outcome

  Architects are in place but are typically domain specific (examples are: Infrastructure, certain application domains) and have domain specific training.

  Metric

  % of Architects vs Total IT staff # architecture staff

3Intermediate

• Practice

  Formalize the roles and responsibilities of the Architecture team across the IT organization. Appoint one chief architect to represent the entire EA organization (as opposed to multiple chiefs each representing one domain all with equal decision-making authority).

  Outcome

  A formal EA structure is in place with defined roles and responsibilities that extends across the IT organization.

  Metric

  # of Enterprise Architects % Architects with relevant profession qualification e.g. ITAC, CITA-P, TOGAF (Low % at L3, high % at L4) % of projects with fully staffed architecture team % Contractor vs Permanent Architecture employee (relevant to sourcing model)

4Advanced

• Practice

  Establish an Architecture team with formalized roles & positions within the organization. Tie the results of stakeholder satisfaction surveys directly to individual performance goals of the architecture team members. Develop HR processes to support architect career paths, including formal assessment, training, career progression and certification programmes.

  Outcome

  EA is deeply embedded in the structure of the organization and has a key influence on planning and strategy. The Architect is seen as a trusted advisor to stakeholders for strategic planning. There is a formalised link between stakeholder satisfaction and architecture performance. Architecture career tracks are defined that show how to progress both in and out of the Architecture roles. Architects are continually assessed and trained to meet the organizations requirements.

  Metric

  % Architects with career paths % Architect satisfaction with career patch, dev. % of Architecture vacancies filled within 3 months. Training so that Architect can lead and influencing domain % turnover of Architects.

5Optimized

• Practice

  Include external people and organisations in the architecture team. Have a mechanism to continually improve the skills of the architecture team. Actively participate/collaborate in the relevant architecture forums, organizations etc.

  Outcome

  The EA structure extends beyond the enterprise. It allows external membership of its own organization, and is itself a member of external organizations to shape the future direction of architecture standards and best practices. Architects contribute to the architectural development of the industry by influencing and setting the direction.

  Metric

  # Architects that are members of industry standard bodies # External architects actively involved within the organization # of presentation by Architects to external bodies