IVI Framework Viewer

Skills and Competences

D1

Define and develop the skills and competences required for architect roles and stakeholders within the organization.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Skills and Competences at each level of maturity.

2Basic
  • Practice
    Define roles for enterprise architecture staff.
    Outcome
    Clearly defined roles and competences ensure that staff have the correct skill sets for the role.
    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
    Provide job specific training for enterprise architecture and related roles.
    Outcome
    Staff have at least the minimum training needed to perform the functions assigned to their roles.
    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 only competent qualified staff are assigned to architecture roles.
    Outcome
    The quality of enterprise architecture work is maintained at a high level.
    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
    Ensure staff who liaise with enterprise architecture can interpret and contribute to architecture artefacts.
    Outcome
    Stakeholder handovers of architecture artefacts are effective.
    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
    Provide training on advanced enterprise architecture framework techniques.
    Outcome
    The organization's enterprise architecture capability has a rich set of features and is thus more adaptable and agile.
    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
    Support ongoing education to ‘master's’ level.
    Outcome
    Staff competence and career progression are facilitated.
    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
    Encourage research and experimentation in enterprise architecture.
    Outcome
    Incremental improvements are facilitated.
    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
    Train stakeholders in the use of enterprise architecture artefacts.
    Outcome
    There is better utility of the enterprise architecture information base and artefacts, and better adherence to architectural guidance.
    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
    Provide training on the latest features and techniques supported by the toolsets implementing the architectural framework.
    Outcome
    Staff are capable of delivering a state-of-the-art enterprise architectural service to the organization.
    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
    Provide education supports to ‘doctoral’ level and access to the latest research.
    Outcome
    The organization can leverage significant advantage from its highly developed enterprise architecture capability.
    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.