How was Training?

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Good overview of EA problems and PEAF as a solution. - Enterprise Architect, EBRD, UK, Mar 2012

Recommend PEAF?

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Yes - PEAF is understandable for everyone who wants to start with EA. PEAF contains some parts which you can use immediately in your company or organisation. Additionally PEAF goes deeply in some parts, but without empty words. I am personally TOGAF certified too, but when I was looking for some ideas I used to PEAF. - Consultant, Autocont CZ, Czech Republic, Jun 2012

  Introduction   Context   Methods   Artefacts   Culture   Environment   Adoption  

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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.

 

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Out of date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

Enterprise 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

Enterprise 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

Enterprise 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

 

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