IVI Framework Viewer

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

2Basic

• Practice

  Identify and describe the organization's sources of value.

  Outcome

  A clear understanding of the sources of value within the organization is developed.

  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

  Identify the value streams that architecture is expected to enhance through cost reductions or improved revenue flows.

  Outcome

  Existing and new potential value streams that the enterprise architecture function can enhance are identified.

  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

  Develop a baseline capability to understand the impact of architectural changes on key financial metrics.

  Outcome

  A value based impact analysis of changes is available.

  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

  Ensure that architecture projects carry out baseline measurements in advance of implementation.

  Outcome

  The value impact of enterprise architecture changes can be analysed.

  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

  Use macro level and cost-based accounting approaches to identify change impacts.

  Outcome

  Macro- and microeconomic analysis provide better understanding of the value impact of enterprise architecture changes.

  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

  Where possible, reuse financial models from benefits assessment and realization and/or project portfolio management.

  Outcome

  Common financial model approaches ease communications and enhance understanding.

  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

  Enhance value measurement criteria to look at processes, tools and technology, staff, energy, and time considerations.

  Outcome

  Very detailed analysis is possible to fine-tune and enhance enterprise architecture investment decisions.

  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

  Analyse the impact of complexity reduction programmes using social media (and possibly proximity metrics) to evaluate the number of interactions between roles (e.g. fewer meetings, emails, or other communications to get ideas across).

  Outcome

  The use of social networking techniques to illustrate the impact of complexity reductions is insightful.

  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 the latest research and industry best practice to ensure the organization is using the best techniques for taking baseline measurements and for understanding how value is generated.

  Outcome

  The value of enterprise architecture is obvious to senior management and is appreciated across the organization's business ecosystem.

  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.