IVI Framework Viewer

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

2Basic

• Practice

  Publish technology standards and life cycles and maintain them for operating systems and supported server platforms.

  Outcome

  Variance stops expanding and convergence is observed over time.

  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

  Start considering technology life cycles in budget planning.

  Outcome

  Acquisition costs, maintenance and support costs, as well as costs associated with the decommissioning of services and equipment are factored into budget planning.

  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.

• Practices

  • Conduct enterprise architecture workshops to establish goals, and build a detailed plan.
  • Include subject matter experts and other key stakeholders.

  Outcome

  A shared ownership of architecture goals and objectives emerges and gets supported with buy-in and resources.

  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

  Reserve funds at the beginning of each year specifically for architecture projects that might not be visible to the business.

  Outcome

  Funding is available for essential non-projectized architecture work.

  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.
  • Ratio of technology debt reduction budget to technology debt size.

• Practice

  Have architecture planning completed based on established common templates for architecture.

  Outcome

  The use of common templates aids understanding and simplifies communication and training needs.

  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.
  • Ratio of technology debt reduction budget to technology debt size.

• Practices

  • Develop a business 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.

  Outcome

  Core business capabilities and products or services are mapped to underlying supporting functionality and the infrastructure provisioned.

  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.
  • Ratio of technology debt reduction budget to technology debt size.

• Practice

  Develop a financial baseline that maps business processes to the costs required to support them in each technology domain.

  Outcome

  Cost and expenditure information is added to the enterprise architecture knowledge base.

  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.
  • Ratio of technology debt reduction budget to technology debt size.

• Practice

  Develop risk maps to map business processes to the technology platforms that are near End of Service Life (EoSL).

  Outcome

  An architecture view of risk is available for analysis in conjunction with the other enterprise architecture information.

  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.
  • Ratio of technology debt reduction budget to technology debt size.

4Advanced

• Practice

  Publish and maintain technology standards and life cycles for all relevant categories of equipment.

  Outcome

  Enterprise architecture-related standards are known and adhered to by all business units and functions.

  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

  Develop a detailed financial model to map key business processes to specific applications and components used to support them.

  Outcome

  The applications needed to support business activities are identified and costed and, conversely, what business activities are supported by applications are identified.

  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

  Systematically consider technology life cycles in budget planning.

  Outcome

  Budgets make funds available to take out high-risk, older depreciated equipment and processes.

  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

  Validate all new IT material investments against existing roadmaps.

  Outcome

  There is convergence on the planned investment in accordance with architecture guidelines.

  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

  Specify applications in terms of business value delivered.

  Outcome

  Support for application investment is forthcoming.

  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 the enterprise capability model as the basis for architecture planning, where architecture roadmaps for each domain are described in terms of the business capabilities delivered.

  Outcome

  Stakeholder understanding and support are easier to attain.

  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

  Involve broader IT stakeholders (e.g. account managers, business liaisons) in roadmap definition and maintenance, either through interviews or direct participation in planning teams.

  Outcome

  Support is attained from stakeholders across the organization.

  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

  Clearly identify and assign architecture vision and roadmap business sponsors, and assign ownership to the CIO.

  Outcome

  There is clearly defined sponsorship and ownership simplified governance.

  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

  Use the architecture vision and roadmaps as a strategy, not an end state.

  Outcome

  Enterprise architecture contributes to and supports the organization's vision, strategic objectives, and operational essentials.

  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.

• Practice

  Anticipate and plan for future business and technology trends in enterprise architecture planning.

  Outcome

  Technology trends are factored into enterprise architecture's contributions to planning.

  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.

• Practice

  Involve all in the ownership of enterprise architecture under the stewardship of the CEO.

  Outcome

  Senior management build support for enterprise architecture development and use.

  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.