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What is an architectural model of company maturity?

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When working with various companies, it is impossible not to pay attention to the fact that the processes are built differently in different companies. In one company, the processes are ideal or close to ideal, while in another company one has to expect a rather long reaction time to a request. In this situation, it is very easy to divide the companies into good and bad, but it is very simple, and that is simply not always right. Already studying for a solution architect and conducting research on the Maturity - Maturity quality metric, I found a description of a very simple and understandable approach to classifying companies according to processes. I share this approach with you in my translation of the article “What is Enterprise Architecture Maturity Model?” or “What is an architectural model of a company’s maturity?”

Characteristics of maturity levels:


Level 5: Optimized - focus on improving processes
Level 4: Managed - processes are measured and controlled
Level 3: Installed - organization-level processes that are sufficiently proactive (projects adapt their processes according to organization standards)
Level 2: Repeatable - project-level processes and responsive to changes more flexible
Level 1: Initial - processes are not predictable, poorly controlled and inert to change

Organizations that can effectively manage their changes are usually more successful than those that cannot. Many organizations know that they need to improve their IT development processes in order to successfully manage change, but they don’t know how. Such organizations either spend very little on process improvement because they are not sure how best to act, or they spend a lot on a series of parallel and unfocused efforts, without much success or to no avail.

Original Capability Maturity Model - CMMs


The Software Engineering Institute (SEI) - www.sei.cmu.edu operated by Carnegie Mellon University - developed the initial CMM model in 1986, which has since been widely used today. This CMM provides a framework for developing maturity models in a wide range of disciplines.
Opportunity Maturity Models (CMMs) solve this problem by providing an efficient and proven method for the organization to gradually gain control and improve IT development processes.

  • They describe practices that any organization can apply to improve their processes.
  • They provide criteria by which improvements are periodically measured.
  • They are a proven framework through which improvement measures are implemented.


Maturity Model Levels


The benefits of the capabilities of maturity models are described in detail in the literature for both software development and system design. And their application for corporate architecture was the latest development, which was stimulated by the growing interest in corporate architecture in recent years, combined with a lack of maturity in this discipline.
An analysis of the organization’s practices in comparison with the model — the so-called assessment — determines the level at which the organization is currently located. This indicates the maturity of the organization in the relevant field. It also allows you to choose the methods on which she should focus in order to achieve the greatest improvement and maximum return on investment.
Different practices, as a rule, are organized in 5 maturity levels, each of which represents an increase in the ability to control and manage the development environment. These levels are:
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Level 0: no architecture


There is no IT architecture at all and there is nothing to talk about.

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Level 1: Beginner


An informal IT architecture that is created on the go.

  1. Processes are not systemic and localized. Some architectural processes have been formulated, but there is no single architectural approach for technologies or business processes. Success depends on individual efforts.
  2. Architectural approaches, documentation and standards are local or informal, created on the basis of various without systemic approaches.
  3. Communication with business strategies or business drivers is minimal or implicit
  4. Management is poorly informed or involved in architectural processes
  5. Alignment of architectural processes with a functioning team is negligible
  6. The latest documentation of functional IT architecture teams is on the Internet. Architectural processes and possible process improvements are loosely coupled.
  7. Information security issues are not systemic and localized.
  8. There is no clear management of architectural standards
  9. The enterprise’s architectural processes have little or no correlation with strategic planning and staffing. Existing standards are poorly or not at all.


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Level 2: Repeatable


Architectural processes already exist, but poorly managed.

  1. OMB Circular A-130 IT (Department of Commerce IT Architecture Guidance). .
  2. IT-, , , . , . (TRM) .
  3. -
  5. ,
  6. DoC
  8. Manage multiple architectural standards and follow existing standards.
  9. Little or no formal management of IT investments and acquisitions strategy. Functioning teams demonstrate compliance with existing standards.


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Level 3: Installed


Defined IT architecture, including detailed written procedures and TRM.

  1. The architecture is clearly defined and brought to the attention of IT staff and company management with the responsibilities of the IT department of the operating system. The process is largely supported and followed.
  2. Gap analysis and migration plans completed. Fully designed TRM profile and standards. IT goals and methods defined
  3. IT architecture integrated with capital planning and investment control
  4. The senior management team knows and supports the enterprise architecture process. Management actively supports architectural standards
  5. Most elements of operational blocks demonstrate acceptance or active participation in the IT architecture process.
  6. Architecture documents are regularly updated on the DoC IT architecture web page
  7. IT Security Architecture Standards profile fully developed and integrated with IT architecture
  8. Explicit documented management of most IT investments
  9. An IT acquisition strategy exists and includes measures to ensure compliance with the enterprise’s IT architecture. Economic benefits are taken into account when defining projects


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Level 4: Managed


Guided and measurable architectural process.
  1. The architectural process is part of the culture. Quality indicators associated with architectural processes are recorded.
  2. , . , , - -
  3. , . -
  6. /
  7. , .
  8. .
  9. All planned acquisitions and purchases of IT systems are regulated and managed by established architectural standards.


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Level 5: Optimized


Continuous improvement of the architectural process.

  1. Concerted efforts to optimize and continuously improve the architectural process
  2. Standards and processes for handling deviations from accepted approaches are used to improve and redesign architecture
  3. Architectural process metrics are used to optimize and develop business relationships. Business is involved in a continuous process of improving architecture
  4. Top management is involved in optimizing architecture improvement and architecture management processes
  5. Architectural process feedback from all functioning teams is used to manage architectural process improvements
  6. , , IT -
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This is a topic of potential techniques and methods of maturity models as a widely used industry standard. The standard is already mature enough to be considered for use as a basis in enterprise architecture.
The benefits of the capabilities of maturity models are described in detail in the literature for software development and for system design. Their application for corporate architecture was the latest development, which was stimulated by growing interest, coupled with the lack of maturity of the industry in recent years.

PS. From me


Understanding the level of maturity of the company with which you work will help you prepare for questions, problems and difficulties in the processes that may arise when working. It may take more rallies, more formalism, more patience and understanding. You should not expect from the company the first level of reactions as in the company of the third level and above. But at least you are warned, and therefore already armed with your knowledge.
And another bonus in my opinion is that such models help me find flaws in my work and show which direction I need to go in order to be better.

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