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The EA Maturity Model Home focuses on helping EA practitio= ners make their practices as effective as possible, within their current sc= ope. The model is built around five attributes:
The Scope Definition attribute describ= es how the scope of the EA practice is defined and evolved.
The Engagement attribute describes how = the EA practice engages stakeholders based on its Scope.
The Impact Assessment attribute descr= ibes how the EA practice measures its performance within its Scope.<= /p>
The Delivery attribute describes the means by = which the EA practice delivers value.
The Management attribute describes how the E= A practice manages itself.
A few scenarios illustrate the relati= onships between these attributes:
(1) Leaders in central IT have hea= rd about Enterprise Architecture as a discipline and are interested in esta= blishing an EA practice. Based on this new expectation, the leaders should:=
Work with their CIO and oth= er leaders to define the scope for the initia= l EA practice
Identify who will need to <= /span>engage with the new EA practice to get it star= ted
Propose the = impact they wish the EA practice to have in one or more doma= ins
Propose how they expect the= new EA practice to deliver value in its firs= t years
Manage res= ources to form an initial team to start the EA practice
(2) Pr= oject managers in central IT would like help from EA in improving solution = architectures delivered by their projects, to make their projects more tech= nically sustainable. To meet this expectation, the EA practice should:
Work with leaders such as t= he CIO and PMO to define the scope this adds = to the EA practice
Create or improve engagement with the PMO, with key project roles such a=
s solution architects, and through project governance
Develop ways to measure tec= hnical sustainability and the EA practice=E2=80=99s impact= strong> on it
Plan to deli= ver reference architectures for technical sustainability
Plan to deli= ver training for teams to apply the reference architectures<= /span>
Manage a t= eam with the right skills for this work
(3) Th= e CIO would like the EA practice to help central IT become more aligned wit= h strategic business outcomes, making the IT spend more effective for the i= nstitution and increasing transparency and trust. Based on this change in e= xpectation, the EA practice should:
Work with the CIO to define the scope the CIO expects and that the EA pr= actice can deliver
Create and improve <= strong>engagement with new stakeholders such as business lea= ders
Develop ways to measure IT-= business alignment and the EA practice=E2=80=99s impact on it
Plan to deli= ver a strategy consulting function within the EA practice
Manage a t= eam with the right skills to carry out this function
Scenarios such as the ones above aris= e continuously in the evolution of an EA practice. With each change comes a= reassessment of the EA practice: Is our scope still clear? Are we still en= gaged with the right stakeholders? Do we need to deliver and measure value = in new ways? Do we have the right team? The maturity model provides structu= re for identifying these questions and keeping the EA practice on track to = increasing maturity.