Architecture Planning
Plan and deliver the enterprise architecture vision and strategic objectives.
Improvement Planning
Practices-Outcomes-Metrics (POM)
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.