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Architecture Processes

C2

Provide the processes to define, develop, and maintain architecture components and their interrelationships.

Improvement Planning

Practices-Outcomes-Metrics (POM)

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

2Basic
  • Practice
    Draft processes for the creation, storage, maintenance, and utility of enterprise architecture artefacts.
    Outcome
    Common enterprise architecture processes are available for use.
    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 key stakeholders in the drafting of processes.
    Outcome
    The processes are comprehensive and meet the needs of key stakeholders.
    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
    Include enterprise architecture governance steps in the processes.
    Outcome
    Processes are compatible with mandated governance steps and integrate well with overall organization processes (e.g. project portfolio management).
    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
    Use enterprise architecture role definitions in the process descriptions.
    Outcome
    Process role assignments are compatible with role definitions and enterprise architecture career path descriptions.
    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
    Make process training available to all who need it.
    Outcome
    Both those who execute processes and those who interact with them understand what to expect and what is expected of them.
    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
    Mandate the use of processes in all projects unless exempted by the enterprise architecture board or equivalent.
    Outcome
    Process roll-out and adoption are accelerated.
    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
    Gather metrics on process efficiencies and on the quality of the artefacts being produced, and analyse process variances.
    Outcome
    A comprehensive set of process metrics enables learning and improvement.
    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
    Expand the scope of processes to address how access controls are managed and maintained.
    Outcome
    Access control mechanisms are managed in a consistent and auditable manner.
    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
    Develop advanced adaptive processes that can adjust to the size, complexity, or regulatory criteria that apply to a project.
    Outcome
    Enterprise architecture processes enable the agile, efficient, and effective use of enterprise architecture capabilities.
    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 advanced analytical techniques to optimize, automate, or generally improve enterprise architecture processes.
    Outcome
    Effectiveness, efficiency, and quality of enterprise architecture artefacts are improved.
    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
    Develop and sustain a programme of continuous process improvement that leverages the latest research, emerging industry best practice, and vendor advocacy.
    Outcome
    The organization has the best and most adaptive enterprise architecture processes available to it.
    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.