EP06.03 - An Different Approach to Maturing and Measuring Your EA Practice
e-Health ePoster Library. Kamstra H. Jun 7, 2016; 131565; EP06.03
Mr. Henry Kamstra
Mr. Henry Kamstra
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Abstract
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Purpose/Objectives: Past approaches to assessing Enterprise architecture maturity have often led to evaluating your organizations EA capability against a 3rd party Maturity Assessment, which will rate you somewhere on a 1 to 5 maturity scale. This assessment may indicate what the next levels require for the various skills and capabilities of a high performance EA team. They may even give you some suggestions on how to move up those individual skills to push your practice to the next level. But your stakeholders do not care about this. Given the pressures of budget, small size of teams, demands of delivering on your daily tasks; this perfect world maturity measure would seem an impossible target to reach. The previous approaches seems to be EA for EA's sake and does not address the concerns of your business & clinical stakeholders. These stakeholders do not care how good you are at modeling, finding the gaps between current state and future state, what tools you have, how well you are trained or how well your EA processes are integrated with project or investment processes. They want to be sucessfull in their initiatives. Fraser Health is looking at a fit for you maturity assessment. By engaging your stakeholders, determining their needs from EA, and how you fit those needs you can create a capability that delivers value to the organization and still mature your teams skills and capabilities while doing so. Methodology/Approach: By evaluating how we have approached EA in the past, looking at our constraints and seeing a trend in approache documented by the large consulting companies we are moving forward with a new way to develop a more personalized maturity model. This involves tried and true EA techniques in stakeholder identification, stakeholder analysis, gap analysis to determine what our typical business and clinical stakeholders need from EA to be successful, and how we are meeting those expectations. We believe that the building blocks of EA will improve naturally as you work to support your organization and that the support of the organizations transformations is what Enterprise Architecture should be measured on. Finding/Results: We are the early stages for this approach. We have presented our approach to a Canada Wide CHI led Digital Health working group, and found that this approach is very much in-line with other organizations experiences in that the old ways do not work. We also found that the ideas presented are very much aligned with the other topic areas the nationwide group has developed around what is EA, what value does it bring to an organization, how to measure EA and practical EA governance. Some early results in our teams efforts to provide valuable information for a portfolio have not only provided new insights and new approaches to problems but have expanded our teams capabilities. Conclusion/Implication/Recommendations: Given resource constraints and lack of understanding of the value of EA, this new approach can show measurable moves in maturity, but more importantly can do so while delivering value and engaging with your stakeholders. 140 Character Summary: How to mature and measure a fit-for-you Enterprise Architecture Practice.
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