This raw ETMC output can then be categorised and analysed to
provide a high level view of the maturity of an Enterprises Transformation
capability, and aids decisions to concentrate on what parts require more
It shows the levels of maturity for each phase (in terms of
the methods and Culture used), and for each level (in terms of Artefacts and
Environment - aka tools and frameworks).
This example show’s a typical Enterprise, where the levels towards
the bottom are more mature than the levels at the top. This pattern tends to be
common because the further down the phases you go, the more real and concrete
things have to be, and so the maturity literally has to be at a certain level
otherwise nothing would be produced at all.
following is an example of a report that could be generated from such an
Assessment using the ETMC.
Overall the workshops raised 17 Good comments, 182 Bad comments,
and 74 Suggestions for improvement. Suggestions can be thought of Bad comments
expressed in a positive way, and Bad comments can be thought of Suggestions
expressed in a negative way.
This graph shows the overall numbers of “Bad” + “Suggestions” in
the 4 main categories.
The following 3
graphs illustrate the numbers of each good/bad/suggestion comment, split into
each phase and level.
The major areas of concern are
around the Methods and Culture in play.
In general the latter phases of
projects (where the rubber meets the road) are better than the previous phases
although it should be noted that these “better” phases seem to be largely due
to the goodwill of people working in those areas “going above and beyond” on a
continuous basis, and that these “better” phases still have some significant
problems. This “going above and beyond” is as a response not only to the poor
Methods, Artefacts, Culture and Environment (IT) employed, but also to
compensate for the poor work done in previous phases.
The Roadmapping phase is the
worst (the core of “doing” EA) . While a low level of maturity in EA is not a
problem in itself, most of the problems causes in subsequent phases are as a
direct result of the current level of EA maturity.
The workshop has also shown that
the preceding phase (Strategising, where the Business Model, Business Strategy
and Operating model should be defined) and the following phase (Initiating,
where Solution Architecture is commonly done) also have major problems which
cause serious knock on problems in other areas.
The Company’s Transformation capability is
strategically important. Not only to its survival in the medium to long term,
but also crucially important to its ability to grow in the way it wishes to in
the short term.
The amount of projects (and the importance of those projects)
that The Company is
executing will only rise, and is the primary method by which it will achieve
the Objectives of the Business Strategy. It is therefore imperative that the
maturity of how it effects Transformation (effectiveness, efficiency, agility
and sustainability) is appropriate. This is currently far from the case and not
only applies to EA.
It is obvious that any problems created in earlier phases can
have massively detrimental, if not catastrophic effects further down the phases
(and therefore into production and live operation) and therefore the fact that
it is the first three phases that have the most problems which makes immediate
Although the initial remit for the “EA work” was to improve how The
Company did EA, it is
now obvious that since EA (Roadmapping phase) is fed by the preceding phase
(Strategising) and feeds into the following phase (Initiating), it would seem
wholly inefficient to look at improving the Roadmapping phase (EA) without also
looking at improving Strategising phase (Business Strategy) and the Initiating
Perform a more detailed maturity
assessment of Strategising, Roadmapping (EA) and Initiating (SA).
Do a root cause analysis to
determine the ultimate problems.
Document the current Methods,
Artefacts, Culture and Environment used.
Decide on the Methods, Artefacts,
Culture and Environment that are appropriate.
Design and plan the changes
required to bridge that gap.
Rollout the changes.