EA Maturity Model

The Architecture Maturity Model is organised into 5 levels, based on the Carnegie-Mellon Software Engineering Institute’s Capability Maturity Model for Software CMMI.
Each level represents an increased ability to control and manage the Enterprise Architecture.

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Enterprise Architecture Maturity Levels

The six levels of maturity are:

Level
Status
Description

0
None
No Enterprise Architecture programme.
No Enterprise Architecture to speak of.

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.

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.

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.

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.

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.

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