IVI Framework Viewer

Representative POMs are described for Enterprise Design at each level of maturity.

2Basic

• Practice

  Evaluate and select organization design approaches for the organization's design and modelling.

  Outcome

  Deciding on an approach to enterprise architecture helps focus tools, process development, and training efforts in a cohesive way.

  Metrics

  • Survey results that identify where organization support and resistance to architecture projects lie.
  • Satisfaction ratings for the architecture function.
  • Basic counters and trends for architecture artefacts creation and usage.
  • Budgets, costs, and resource usage.
  • Aggregated project portfolio, programme, and project metrics for dash boards, and project phase and task metrics for diagnosis.

• Practice

  Involve domain experts and management.

  Outcome

  It is more likely that the design will have buy-in and support from the organization.

  Metrics

  • Survey results that identify where organization support and resistance to architecture projects lie.
  • Satisfaction ratings for the architecture function.
  • Basic counters and trends for architecture artefacts creation and usage.
  • Budgets, costs, and resource usage.
  • Aggregated project portfolio, programme, and project metrics for dash boards, and project phase and task metrics for diagnosis.

• Practice

  Model ‘as-is’ and ‘to-be’ states.

  Outcome

  Initial efforts often focus on ‘as-is’ modelling but by adding on the ‘to-be’ skills, plan and design aspects of enterprise architecture get used and a richer set of architecture capabilities will develop.

  Metrics

  • Survey results that identify where organization support and resistance to architecture projects lie.
  • Satisfaction ratings for the architecture function.
  • Basic counters and trends for architecture artefacts creation and usage.
  • Budgets, costs, and resource usage.
  • Aggregated project portfolio, programme, and project metrics for dash boards, and project phase and task metrics for diagnosis.

3Intermediate

• Practice

  Develop conceptualizations of the business to answer specific questions or solve specific issues or problems.

  Outcome

  First defining specific problems or questions sets focus and direction for conceptualization efforts.

  Metrics

  • Counts, averages, variances, and associated trends of errors and rework.
  • Variance from targets and mean.
  • Issue counts and trends (by severity and urgency).
  • Open to close metrics (e.g. time, total cost of fix).
  • Metadata enabled aggregate metrics by department, function, business unit, geospatial region, product, service, and so forth.
  • Surveys on awareness of, usability, and use of architecture artefacts and guidance.
  • Project portfolio, programme, and project life-cycle metrics.

• Practice

  Analyse ‘as-is’ and ‘to-be’ states and build roadmaps to the organization's future structure, design, and modes of operation.

  Outcome

  Analysis of ‘as-is’ and ‘to-be’ states identifies enterprise design gaps that roadmaps should be developed to address.

  Metrics

  • Counts, averages, variances, and associated trends of errors and rework.
  • Variance from targets and mean.
  • Issue counts and trends (by severity and urgency).
  • Open to close metrics (e.g. time, total cost of fix).
  • Metadata enabled aggregate metrics by department, function, business unit, geospatial region, product, service, and so forth.
  • Surveys on awareness of, usability, and use of architecture artefacts and guidance.
  • Project portfolio, programme, and project life-cycle metrics.

4Advanced

• Practice

  Leverage advanced techniques in enterprise architecture modelling and design to identify and depict the best options for the organization.

  Outcome

  The enterprise design capability can manage organizational complexity by reducing it to more simplified representations.

  Metrics

  • Counts and trends of governance compliance and governance exceptions.
  • Elapsed time and trends for governance steps such as approvals cycles.
  • Counts and trends for first time fixed and count issues re-opened.
  • Pareto of missing information types that cause delays in decision-making.
  • Frequency and time in use of tool features.
  • Cost, cycle-time, and resource utilization impact of automation and architecture driven process changes.
  • Baseline measurements of business (unit) operations before an architecturally significant change implementation so that its impact can subsequently be determined more accurately.
  • Comprehensive project portfolio, programme, and project metrics.
  • Stakeholder surveys on communications, architecture engagement, and architecture artefact utility.

• Practice

  Use a standards-based approach to organization designs.

  Outcome

  Standards reduce cost and simplify complexity.

  Metrics

  • Counts and trends of governance compliance and governance exceptions.
  • Elapsed time and trends for governance steps such as approvals cycles.
  • Counts and trends for first time fixed and count issues re-opened.
  • Pareto of missing information types that cause delays in decision-making.
  • Frequency and time in use of tool features.
  • Cost, cycle-time, and resource utilization impact of automation and architecture driven process changes.
  • Baseline measurements of business (unit) operations before an architecturally significant change implementation so that its impact can subsequently be determined more accurately.
  • Comprehensive project portfolio, programme, and project metrics.
  • Stakeholder surveys on communications, architecture engagement, and architecture artefact utility.

5Optimized

• Practice

  Leverage industry standards, research, and vendor advocacy in formulating architectural guidance for the organization and its business ecosystem interactions.

  Outcome

  The organization maintains a highly effective enterprise design capability that enables a competitive edge.

  Metrics

  • Pareto of architecture guidance principles explicitly used in decision-making.
  • Count of decisions adjusted by enterprise architecture governance committee.
  • % of decisions getting enterprise architecture approval without modification.
  • Cost to projects of technology debt.
  • Complexity metrics (e.g. # of decisions in process, divergent process path counts, count of tasks requiring experts/consultant level staff).
  • Satisfaction rating surveys that are value focused (i.e. how valuable is the enterprise architecture function to the stakeholders).
  • Benefits realization metrics from project portfolios, programmes, and the benefits realization function.