The IT Maturity Method Versus TOGAF!

When looking at the larger context of business and the enterprise, typical Enterprise Architecture models such as TOGAF fall apart. TOGAF takes into account elements of the enterprise that other Enterprise Architecture models don’t. However, the issue arises that these additional elements start invading the space of processes external to the Enterprise Architecture space.

While these additional TOGAF elements overlap processes outside of Enterprise Architecture, they are insufficient to cover the full space of these external processes. So when integrating Enterprise Architecture with external processes there is a sense of puzzle piece overlaps that won’t necessarily fit together.  Governance is an example. TOGAF has a specific step for “Implementation Governance”, but the larger model of governance within the larger IT organization or Enterprise may be being stepped on. While this step arose no doubt due to deficiencies in larger governance models, or lack thereof in the larger organizations, the best answer is not to create a governance model that sits on its own.

The IT Maturity Method has taken a different track. Instead of just looking at Enterprise Architecture as Technology and Business Architecture, Enterprise Architecture methodologies have been expanded to cover the full space of IT. The methodology used was one of creating big picture definitions of the IT space, then adding tracking and measuring, and tuning and advancing mechanisms.  The result is a set of four offices: the Business Enhancement Office (BEO), The Technology Advancement Office (TAO), The Vendor Integration Office (VIO), and the Leadership Improvement Office (LIO).

Intuitively you might be concerned that several of these offices might overlap larger enterprise activities, in particular the Leadership Improvement Office. With the IT Maturity Method we looked into this possibility and actually found that other enterprise process areas actually had the same issue that TOGAF had. They had elements that partially overlapped other elements of the larger enterprise. In order to create a clean picture, Leadership Improvement should be inserted within pretty much every process area. Similarly Technology Advancement can effectively be inserted in a number of other process areas such as Product Development and Manufacturing. Vendor and Partner Integration can also be effectively inserted into a number of process areas such as Sales, Marketing, Purchasing, and Supply Chain.

While many of the activities in the VIO, LIO and BEO traditionally fit outside the role of architects, the big picture and associated analysis that enterprise architects excel at are integral to the success of these other offices. Implementation of the IT Maturity Method means larger roles for Enterprise Architects, IT, and CIO’s within the larger organization.

The IT Maturity Method (ITMM) uses IT to methodically enhance, advance, integrate, and mature businesses. The ITMM quickly evolves IT and the broader enterprise into focusing on how technology can be used to impact and improve business function and further on how IT can be used for the transformation/maturation of organizations.

CIO’s and IT VP’s naturally gain a higher profile within organizations as they are not only delivering technology tools to enable all of their colleague’s organizations, they are also delivering tools to enable the integration and maturation of the larger organization. CIO’s introduce ITMM training to their colleagues, CEO’s, and boards to foster this maturation.