企业架构成熟度模型（EAMM）

评估的几个方面

EAMM从以下几个方面来对不同级别进行描述:

1. Administration – 治理角色与职责
2. Planning – 企业架构开发路标以及实现计划
3. Framework – 流程和模板
4. Blueprint – 实际的标准和规范集合
5. Communication – 交流与发布EA和详细蓝图
6. Compliance（一致性） – 遵循发布的标准、流程和其它EA元素，文档化流程并且能够跟踪变化
7. Integration – touch-points of management processes to the EA
8. Involvement – 整个组织对EA的支持

EA LEVEL 0 - NO PROGRAM

　　没有文档化的架构框架，虽然解决方案已经开发并实现了，但是并没有公认的标准和最佳实践的指导，组织完全依赖于独立个人贡献者的知识。

1. Administration
   没有架构治理
2. Planning
   没有开发企业架构的方法
3. Framework
   没有架构流程和模板
4. Blueprint
   IT技术标准没有文档化
5. Communication
   主要管理人员和机构人员不知道企业架构是什么
6. Compliance
   组织内没有统一的流程
7. Integration
   没有企业集成的程序
8. Involvement
   
   • There is no program in place for Enterprise Architecture awareness
   • 多个独立部门或个人分别在解决同一个问题

EA LEVEL 1 - INFORMAL PROGRAM

　　定义了基本的企业架构和标准。大家对这些步骤达成基本一致，但是并不一定会遵守并执行，基本上是在非正式的情况下使用。这个状态下组织仍旧依赖于独立个人贡献者的知识。

1. Administration
   The need for committees to define the standards and processes has been identified
2. Planning
   
   • Need for Enterprise Architecture has been identified
   • EA活动没有正式化和结构化
3. Framework
   
   • 个性化和非正式的流程，流程不一致
   • 在业务和技术上没有统一的架构流程
4. Blueprint
   非正式和非一致性的文档化业务驱动、技术标准等等
5. Communication
   
   • The need to create greater awareness about EA has been identified
   • 在EA流程改善上很少沟通
6. Compliance
   
   • The need for compliance to standards has been identified
   • Compliance is informal and unstructured
   • Compliance cannot be measured effectively, because processes and procedures are not consistent across areas and/or projects
7. Integration
   
   • The need to document common functions that integrate with an EA Program has been identified
   • Projects and purchases are typically done in isolation, resulting in costly purchases and redundant development and training requirements
8. Involvement
   
   • The organization has identified a need to make staff throughout the enterprise aware of the benefits and concepts of Enterprise Architecture
   • EA awareness efforts are informal and inconsistent
   • Some groups are unsupportive of the efforts and may cause unrest in the organization

EA LEVEL 2 - REPEATABLE PROGRAM

　　基本架构和标准已经制定并跟踪验证，开发时作为可重用方法，产品和组件遵守标准，需求得到一致认同，对流程绩效也进行了度量。

1. Administration
   
   • A need for Architecture Governance has been identified
   • 开始制定清晰的角色和职责
   • Governance committees are starting to form
2. Planning
   
   • 组织已经开始开发企业架构愿景
   • 组织开始标识EA任务和资源需求
   • 组织决定使用一个方法论，并且开始开发一个EA计划
3. Framework
   
   • 编制了基本的EA程序
   • 流程计划并跟踪
   • The organization is beginning to reuse methods for capturing critical EA information
4. Blueprint
   
   • 明晰了业务驱动和策略信息
   • The need for an EA repository for storage and dissemination of the captured EA information has been identified
5. Communication
   
   • The need for Enterprise Architecture is being communicated to Senior Management
   • EA awareness activities are beginning to emerge or be developed
6. Compliance
   The organization has begun to develop a compliance process to ensure that projects and enhancements are consistent with EA standards
7. Integration
   The need for integration to the EA Program Framework (Architecture Lifecycle Processes) has been identified
8. Involvement
   
   • The organization has begun to develop plans for EA educational sessions and materials to increase the awareness and understanding of the EA concepts and processes
   • EA concepts are beginning to be introduced and more consistently discussed in normal day-to-day meetings

EA LEVEL 3 - WELL-DEFINED PROGRAM

　　很好的定义了企业架构框架，使用认可的标准或者定制了一些模板。

1. Administration
   
   • Architecture Governance committees are defined, and have defined roles and responsibilities
   • Authority of the governance committees is aligned to work together smoothly
2. Planning
   
   • EA Program plans are well-defined, including governance roles & responsibilities, a structured framework and timeline for developing the EA, and financial & staffing resource requirements
   • EA activities are carried out according to the defined plan
3. Framework
   
   • The lifecycle architecture processes have been defined and documented
   • Generic architecture processes are being customized for uses by agencies, departments, etc.
   • Process models have been prepared
   • Templates are used to ensure the capturing of information is consistent
4. Blueprint
   
   • Classification of existing technology standards is consistent
   • Documentation of business drivers, and strategic information is consistent
5. Communication
   
   • The architecture is well defined and communicated
   • Training is provided for Senior management and agencies regarding architecture and its benefits
   • Training is provided for members of the EA committees
6. Compliance
   
   • A formal EA compliance process is well-defined and is an integral part of the EA lifecycle processes
   • The EA Compliance process is followed consistently throughout the enterprise
   • A Business Case is required for variance from the EA standards
7. Integration
   
   • EA Program is integrated with strategic planning and budgeting processes
   • Touch-points of management processes to the EA are well-defined
8. Involvement
   
   • The organization begins to operate as a team, using the defined architecture program and standards
   • Senior Management participate in various EA committees
   • Business and technical staff participate in EA committees

EA LEVEL 4 - MANAGED PROGRAM

　　At this point performance metrics are collected, analyzed and acted upon. The metrics are used to predict performance and provide better understanding of the processes and capabilities.

1. Administration
   Governance roles and responsibilities are reviewed and updated to incorporate changes to the EA Framework
2. Planning
   
   • EA plans are reviewed and changes are incorporated to improve the EA Program
   • The organization captures metrics to measure the progress against the established EA plans
   • Goals are being set for the future of the EA Program Plan
3. Framework
   
   • The organization captures metrics to measure the effectiveness of the EA processes and templates
   • Corrective action plans are put in place when deficiencies in templates and/or procedures are identified
   • Meetings are held regularly to review modifications to the EA Framework
4. Blueprint
   
   • Documentation of business drivers and strategic information has become a standard practice
   • Documentation and classification of products and compliances has become a standard practice
   • The organization captures metrics from the Compliance process to identify the need for updates to Blueprint information and/or classifications
5. Communication
   
   • A formal Communication process is in place and being followed
   • The communication process is reviewed and changes are incorporated to improve the communication of architecture activity and detail.
   • EA awareness training is incorporated into new employee orientation
   • The organization captures metrics to measure the effectiveness of the EA Communication process
6. Compliance
   
   • Compliance to the EA standards has become common practice throughout the enterprise
   • Quality metrics associated with the business cases are captured
   • The compliance process is reviewed and updated when deficiencies or enhancements to the process are identified
7. Integration
   
   • Enterprise Architecture is used to guide development and acquisition
   • The organization captures metrics to measure the savings in resources, including time and money
   • Costs and benefits, including benefits across agency boundaries, are considered in identifying projects
   • Integration procedures are reviewed and the process is updated when problems or new functionality is identified
8. Involvement
   
   • Personnel throughout the organization have a good understanding of the architecture principals and participate in the EA processes as members of committees or as their projects, etc. have touch points with the architecture
   • The organization captures metrics to measure the awareness, participation, acceptance and satisfaction with the EA Program

EA LEVEL 5 - CONTINUOUSLY IMPROVING VITAL PROGRAM

　　The processes are mature; targets have been set for effectiveness and efficiency based on business and technical goals. There are ongoing refinements and improvements based on the understanding of the impact changes have to these processes.

1. Administration
   
   • Governance committees proactively review their activities and institute changes to improve their processes
   • The organization works with other states to share ideas for improvements to their EA Administration.
2. Planning
   
   • Action plans are proactively implemented to increase the effectiveness of the EA Program based on captured metrics.
   • Organization works with other states to share ideas with focus on improvements to the planning process for the future EA Program.
3. Framework
   
   • The lifecycle processes are being followed and have become second-nature to the organization
   • Captured metrics are used to identify inefficiencies in EA processes and templates prior to notification of issues
   • Organization works with other states to share ideas for improvements to EA processes and templates.
4. Blueprint
   
   • Captured business and technology information is reviewed in conjunction with the monitoring of new technology and business trends to proactively identify technology that will improve business
   • The organization works with other states to share information regarding business and technology trends
5. Communication
   
   • Metrics are used to proactively identify opportunities for improved communication avenues
   • The organization works with other states to share ideas for improvements to the communications processes
6. Compliance
   
   • Information gathered during the compliance process is used to proactively identify updates to the EA standards and/or framework
   • Architecture metrics are used to drive continuous process improvements in the Business Cases
   • The organization works with other states to share ideas for improvements to the compliance process
7. Integration
   
   • The Enterprise Architecture process drives continual reinvention throughout the enterprise
   • Business influences Technology and Technology influences Business
   • Captured metrics are used to proactively identify improvements to the EA framework or blueprint information and/or integration processes.
   • Organization works with other states to share ideas for improved integration, including procurement and project management practices
8. Involvement
   
   • Agencies and departments work together as contributors to the architecture and its processes
   • The organization uses the captured metrics to proactively create action plans for improvement in the EA marketing and educational programs
   • The organization works with other states to share ideas for creating an atmosphere for active involvement and participation in EA Program and activities across the enterprise