Skills and Competences
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.