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Enterprise Architecture Maturity Model based on CMMI CM SEI

This Enterprise Architecture Maturity Model is based on the Capability Maturity Model Integration (CMMI) for Software by the Carnegie-Mellon Software Engineering Institute (CM SEI).

See http://iea.wikidot.com/ea-maturity-model

Level 0: None

  • No Enterprise Architecture program.
  • No Enterprise Architecture to speak of.

Level 1: Initial

  • Informal Enterprise Architecture development process underway.
  • Processes are ad hoc and localized.
  • Some Enterprise Architecture processes are defined.
  • There is no unified Enterprise Architecture process across all business services, information, business process, application or technology viewpoints.
  • Success depends on individual efforts.
  • Enterprise Architecture processes, documentation and standards are established by a variety of ad hoc means and are localised or informal.
  • Minimal, or implicit linkage to business strategies or business drivers.
  • Limited management team awareness or involvement in the Enterprise Architecture processes.
  • Limited Organisation Unit acceptance of the Enterprise Architecture process.
  • The latest version of the Enterprise Architecture documentation is on the Web.
  • Little communication exists about the Enterprise Architecture processes and possible process improvements.
  • IT Security considerations are ad hoc and localized.
  • No explicit governance of architectural standards.
  • Little or no involvement of strategic planning and acquisition personnel in Enterprise Architecture Process.
  • Little or no adherence to existing Standards.

Level 2: Under Development

  • Enterprise Architecture Processes are under development.
  • Basic Enterprise Architecture Process.
  • The Enterprise Architecture process has developed clear roles and responsibilities.
  • Vision, Principles, Target Operating Model, Current Baseline, and Target Enterprise Architecture models are identified.
  • Architecture standards exist, but not necessarily linked to Target Enterprise Architecture.
  • Reference Architecture Models are established.
  • Explicit linkage to Business and IT Strategies.
  • Management awareness of Enterprise Architecture effort.
  • Responsibilities are assigned and work is underway.
  • The Enterprise Architecture Web Pages are updated periodically and are used to document Enterprise Architecture deliverables.
  • IT Security Architecture has defined clear roles and responsibilities.
  • Governance of a few Enterprise Architecture standards and some adherence to existing Standards.
  • Little or no formal governance of IT Investment and Acquisition Strategy.
  • Organisation units demonstrate some adherence to existing Standards.

Level 3: Defined

  • Defined Enterprise Architecture including detailed written guidelines and Reference Architecture Models.
  • The Enterprise Architecture is well defined and communicated to Business and IT staff.
  • The Enterprise Architecture processes are largely followed.
  • Gap Analysis and Migration Plan are completed.
  • Fully developed Reference Architecture Models and Standards.
  • Enterprise goals and processes are identified.
  • Enterprise Architecture is integrated with capital planning & investment control processes.
  • Senior-management team aware of and supportive of the Enterprise Architecture processes.
  • Management actively supports Enterprise Architecture standards.
  • Most organisation units show acceptance of or are actively participating in the Enterprise Architecture Development Process.
  • Architecture documents are updated and regularly published on the Enterprise Architecture Web Pages.
  • IT Security Architecture Standards are fully developed and are integrated with Enterprise Architecture.
  • Explicit documented governance of majority IT investments.
  • IT acquisition strategy exists and includes compliance measures to Enterprise Architecture.
  • Cost-benefits are considered in identifying the project portfolios.

Level 4: Managed

  • Managed and Measured Enterprise Architecture Process.
  • Enterprise Architecture process is part of the culture.
  • Quality metrics associated with the Enterprise Architecture process are captured.
  • Enterprise Architecture documentation is updated on a regular cycle to reflect the updated Enterprise Architecture.
  • The Process, Information, Application and Technology Architectures viewpoints are defined by appropriate standards.
  • Capital planning and investment control are adjusted based on the feedback received and lessons learned from updated Enterprise Architecture.
  • Periodic re-examination of business drivers.
  • Senior-management team directly involved in the Enterprise Architecture review process.
  • The entire organisation accepts and actively participates in the Enterprise Architecture process.
  • Enterprise Architecture documents are updated regularly, and frequently reviewed for latest enterprise architecture developments and industry standards.
  • Performance metrics associated with IT Security Architecture are captured.
  • Explicit governance of all IT investments.
  • Formal processes for managing variances feed back into Enterprise Architecture.
  • All planned IT acquisitions and purchases are guided and governed by the Enterprise Architecture.

Level 5: Measured and optimised

  • Continuous Improvement of Enterprise Architecture Process
  • Concerted efforts to optimise and continuously improve Enterprise Architecture processes.
  • A standards and waivers process are used to improve Enterprise Architecture development process improvements.
  • Architecture process metrics are used to optimise and drive business decisions.
  • Business involved in the continuous process improvements of IT Architecture.
  • Senior management involvement in optimising process improvements in Enterprise Architecture development and governance.
  • Feedback on Enterprise Architecture process from all organisation units is used to drive Enterprise Architecture process improvements.
  • Enterprise Architecture documents are used by every decision maker in the organisation for every business or IT decision.
  • Feedback from IT Security Architecture metrics are used to drive Enterprise Architecture process improvements.
  • Explicit governance of all IT investments.
  • A standards and waivers process is used to improve governance-process improvements.
  • No unplanned IT investment or acquisition activity.