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Level 1: Initiating | Level 2: Formed | Level 3: Defined | Level 4: Managed | Level 5: Improving |
Milestones: | ||||
The vision, business case and initial organizational structure for the EA practice is identified. | The EA capability is approved by the organization. EA resources are identified and charged. Progress towards the value proposition is tracked and reported to stakeholders. | The EA program has a clear and measured value proposition. Proper financial and staffing resources are available. The program is embedded within the organizational structure of the organization. | The EA practice has processes in place to regularly evaluate its value proposition and to adjust to opportunities and constraints. | The EA practice engages in strategic thinking and long-term planning. |
Actions: | ||||
Business case: Build understanding of the types of value the EA practice can deliver, and its initial cost. Leadership:Use the maturity model to discuss where the EA practice will start and how it will mature over time. People:Identify potential EA contributors in the organization, or the need to recruit new resources. Funding:Identify potential funding sources for an initial commitment to an EA practice. | Business case: State the business case for initial formation of an EA practice and its short-term value. Leadership:Identify a leader accountable for maturing the EA practice. People:Identify the resources available to the EA practice, whether they report directly to an EA program or are distributed. Coordination:Regularly bring together the EA resources to plan future work. Appropriate tools are in place for managing work and sharing deliverables.Funding: Obtain near-term funding such as funding for the current fiscal year. | Business case:Demonstrate the business case for an ongoing EA practice with medium- and long-term defined goals and value. Leadership: Define goals for maturing the EA practice and gain agreement from the team and sponsors. People:Identify standard job descriptions for EA resources and work with HR to align job descriptions and skills with EA practice goals. Identify individual and team development opportunities. Coordination:Routinely plan and track work across all EA resources using a shared method, such as Scrum Agile. Define customer-facing work with standard practices such as statements of work. Funding: Rely on Establish regular recurring funding for the EA practice. | Business case:Routinely measure the performance of the EA practice and revise goals, resource allocations, or approaches accordingly. Leadership:Regularly assess the maturity of the EA practice and adjust its approach to meet stated maturity goals. People:Evaluate the performance of each EA resource in relation to the goals of the EA practice and manage employee performance accordingly. Coordination:Routinely estimate and track effort for EA work. Consistently hit deadlines for EA deliverables. Routinely align EA work with other teams.Funding: Demonstrate a long-term funding model that is sustainable and enables growth. | Business case: Regularly make the business case Regularly seek opportunities for the EA practice to grow into new scope based on demonstrated past value. Leadership:Continue to stretch the EA practice toward high levels of maturity in all attributes. People:Put in place professional development and succession planning. |
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