All |
Reference Books |
Focus Books |
Study Guides |
Definitions |
Intro |
PF2 |
POET |
PEAF |
Transformation
Debt |
What Is
EA |
EA
Tools |
ETMC |
Culture |
Foundation
Part A |
Foundation
Part B |
Certified
Part A |
Certified
Part B |
BOOK - Enterprise Architecture - A Pragmatic Approach Using PEAF

This section details the measures that would allow an
Enterprise to measure the level of Maturity they currently have in relation to
Enterprise Architecture and to also measure whether they have attained an
increase in maturity.
These measures are not hard and fast rules (although they
can be used as such), but are used to provide a basis for Enterprises to get a
feel for their current level of EA Maturity and to help guide them to decide
what level of maturity they wish to attain and in what timescales.
For each of MACE, we consider our maturity in terms of how
well the areas is defined, as well as how well the area operates.
Methods
|
Unconsciously
Incompetent
|
Consciously
Incompetent
|
Consciously
Competent
|
Definition
|
For each area…
(EA
Education,
Strategising,
Roadmapping,
Governance
& Lobbying,
Discovery,
Modelling)
|
· Existence
|
· Non-existent
|
· Ad-hoc
|
· Yes
|
Modelled
|
No
|
Out of date
|
Yes and up to
date
|
Improvement
|
Never
|
Annually
|
Quarterly
|
· Tool Support
|
· None
|
· Some
|
· Mostly
|
· Projects budget
for it
|
· None
|
· Some
|
· Mostly
|
· Recognition as
a Phase/Discipline
|
· None
|
· Some
|
· Mostly
|
Followed
|
Occasionally
|
Sometimes
|
Mostly
|
Operation
|
EA Education
|
· Approach
|
· Mostly Reactive
|
· Some Proactive
|
· Mostly
Proactive
|
Strategic
Planning
|
Approach
|
· Mostly Black art
|
· Some Structured
|
· Mostly
Structured
|
Roadmapping
|
Approach
|
· Mostly Black
art
|
· Some Structured
|
· Mostly
Structured
|
Transformation Debt™
|
· Mostly Ignored
|
· Some Accounted
for
|
· Fully Accounted
for
|
Modelling
|
Approach
|
· Many things are
modelled without a clear idea what the model will be used for
|
· Things are
mostly modelled to answer specific questions
|
· Things are only
modelled to answer specific questions
|
Population
|
· Ad-hoc
|
· Sometime
approached as data migration
|
· Mostly
approached as data migration
|
Maintenance
|
· No or little
attention is paid to how the information is maintained
|
· Some integrated
with data owners
|
· Mostly
integrated with data owners
|
Governance
& Lobbying
|
Approach
|
· Driven as a
policing exercise or just paid lip service
|
· Some open and cooperative
|
· Mostly open and
cooperative
|
Transformation Debt™
|
· Ignored
|
· Some Exposed
|
· Mostly Exposed
|
Discovery
|
Approach
|
· People spend a
lot of time rediscovering information
|
· Re-discovering
information is reduced
|
· Re-discovering
information happens rarely
|
Artefacts
|
· Unconsciously
Incompetent
|
· Consciously
Incompetent
|
· Consciously
Competent
|
Definition
(Meta-model)
|
For each domain…
(Structural - MACE:
Enterprise
Context, Contextual, Conceptual
Transformational - MAGMA:
Strategising, Roadmapping)
|
Existence
|
· Sparse or
non-existent
|
· Some of the
most important entities and relationships are covered
|
· Most of the
most important entities and relationships are covered
|
Vocabulary
Definitions
|
· Mostly
incomplete and inconsistent
|
· Some complete
and consistent
|
· Mostly complete
and consistent
|
Vocabulary Knowledge
|
· Most people do
not understand most definitions
|
· Some people
understand most definitions
|
· Most people
understand most definitions
|
Operation
(Models)
|
For each domain…
(Structural - MACE: Enterprise
Context, Contextual, Conceptual
Transformational
- MAGMA:
Strategising, Roadmapping)
|
Existence
|
· Some
|
· Many
|
· Most
|
Entities
|
· Most are
incomplete, inconsistent, out of date
|
· Some are
complete, consistent, up to date
|
· Most are complete,
consistent, up to date
|
Internal
Relationships
|
· Most are
incomplete, inconsistent, out of date
|
· Some are
complete, inconsistent, up to date
|
· Most are
complete, inconsistent, up to date
|
· Structural
<> Transformational Relationships
|
· Most are incomplete,
inconsistent, out of date
|
· Some are
complete, consistent, up to date
|
· Most are
complete, consistent, up to date
|
Storage
|
·
Mostly
unstructured
|
· Some structured
|
· Mostly structured
|
Transformational
(Principles)
|
· Domain Focus
|
· Technical
|
· Enterprise Transformation
Best Practice
|
· Enterprise Transformation
Best Practice + Enterprise Strategy
|
· Time Focus
|
· Mostly tactical
(short term))
|
· Mostly strategic
(long term)
|
· All strategic
(long term)
|
· Management
|
· Never or
occasionally
|
· Yearly
|
· Quarterly
|
· Acceptance
|
· Lip service
|
· Implicit
acceptance without perhaps fully agreeing with the impacts they cause
|
· Reviewed and
accepted within all business departments
|
Transformation Debt™
|
Value
|
· Massive
|
· Medium
|
· Low
|
Ratio (S:T:R)
|
· 10:80:10
|
· 20:50:30
|
· 80:10:10
|
Culture
|
·
Unconsciously Incompetent
|
·
Consciously Incompetent
|
· Consciously Competent
|
Definition
|
For each person…
(Strategising,
Roadmapping,
Initiating,
Elaboration.
Construction,
Transitioning)
|
· Understand EA
|
· Very few people
|
· Many people
|
· Most people
|
· Open to EA
|
· Very few people
|
· Many people
|
· Most people
|
· Opposed to EA
|
· Most people
|
· Some people
|
· No one
|
· Reward Basis
|
· Short Term
Results
|
· Medium Term
Results
|
· Long Term
Results
|
Reward Payment
|
· Short Term
|
· Medium Term
|
· Long Term
|
Roles,
Boards
and
Groups
|
Enterprise
Architect
|
· Undefined
|
· Defined and
existing
|
· Well defined
and accepted
|
EARG
|
· Undefined
|
· Defined and
existing
|
· Well defined
and accepted
|
SIB
|
· Undefined
|
· Defined and
existing
|
· Well defined
and accepted
|
Projects
|
· Hierarchical
structure - PM Rules SA, BA and TA
|
· Hierarchical
structure - PM cooperates with SA, BA and TA
|
· Flat structure
|
Operation
|
Culture
|
Style vs
Substance
|
· Style
and presentation tends to overrule substance of argument
|
· Substance
of argument tends to overrule style and presentation
|
· Substance
of argument mostly overrules style and presentation
|
Power vs Valid
Argument
|
· Power
tends to overrule valid argument
|
· Valid argument
tends to overrule power
|
· Valid argument mostly
overrules
power
|
Hiding vs Exposing
|
· Bad news is
mostly hidden
|
· Bad news is
generally exposed
|
· Bad news is
mostly exposed
|
View of Value
|
· Mostly only
monetary value measures considered
|
· Many value
measures considered
|
· Most value
measures considered
|
Power vs What
is right
|
· I do what I do
in the way that I do it because someone told me to or because that’s the way
its always been done
|
· I do what I do
in the way that I do it because it’s generally logical and reasonable
|
· I do what I do
in the way that I do it because it’s obvious
|
Basis for
Decisions
|
· Mostly short
term benefit
|
· Generally long
term benefit
|
· Mostly long
term benefit
|
Suppression of
views. Going against the grain
|
· Most people do
not speak up and are generally not listened to
|
· Many people
speak up and are generally listened to
|
· Most people
speak up and are mostly listened to
|
Environment
|
·
Unconsciously Incompetent
|
·
Consciously Incompetent
|
· Consciously Competent
|
Definition
|
Tool
|
For each domain…
(Structural:
Enterprise Context, Contextual, Conceptual
Transformational:
Strategising,
Roadmapping)
|
·
Existence
|
· Word, Excel,
Visio
|
· Pragmatic Tool
|
· Full-blown Tool
|
Tool
Integration
|
Intra
Phase
|
· Little or no
integration
|
· Mostly
Integrated
|
· Fully
Integrated
|
·
Inter Phase
|
· Little or no
integration
|
· Mostly Integrated
|
· Fully
Integrated
|
EA Framework
|
Existence
|
· None defined or
documented
|
· Pragmatic
Framework
· defined and
documented based on PEAF
|
· Refined
Framework
· defined and
documented based on previous Level
|
Intra
Phase Integration
|
· Little or no integration
|
· Mostly
Integrated
|
· Fully
Integrated
|
·
Inter Phase Integration
|
· Little or no
integration
|
· Mostly
Integrated
|
· Fully
Integrated
|
Operation
|
Tool
For each Tool…
|
Use
|
· Used by a few
select individuals
|
· Used by many
people
|
· Used by most
people
|
Change
Control
|
· Haphazard or
non-existent
|
· Mostly
controlled
|
· Fully
controlled
|
Management
|
· Centralised
|
· Mostly
federated
|
· Fully federated
|
EA Framework
|
How
well are we using / implementing the framework
|
· Non existent
|
· Used
pragmatically
|
· Used extensively
|
|
Questions to ponder... |
Do you think that these measures are a good start when considering EA maturity? | Do you agree that considering the Definition as well as the Operation MACE is a valid approach? | If not, why not? What would you change? |
|