[[Enterprise Architecture]] is an abstract thing. Measuring abstract things is hard. Made worse, some may see [[The Process of Enterprise Architecture]] as yielding nothing but pretty graphics, or worse, complicated models buried in a system decision makers don't know how to use. Here are some suggested methods for quantifying the effects of EA into [[Metrics]]: # Measure the Quality of IT Investment - Ratio of IT Budget spent on capabilities deemed strategic in [[Business Capability Models]] - Ratio of IT Budget spent on realizing [[EA Landscapes]] - Ratio of IT Budget spent on reactionary "urgent needs" that weren't already on the radar of IT's plans - Ratio of IT Budget spent on maintaining existing, well-leveraged solutions as opposed to starting new ones from scratch These are all IT Budget-based, presumably because the entire point of EA is to make the most effective use of your limited resources. This is a [[Commitment Inventory]], but at a grander scale. # Measure the Size of Technical Deviation - Percentage of IT Projects using technologies not in [[EA Standards#Technology Reference Models]]. - Percentage of IT Projects using assets deemed "deprecated" or "undesirable" in [[EA Landscapes]]. - Percentage of IT Projects deemed "risky" - as these are usually out of alignment with the EA. # Measure the Complexity of the IT Landscape - The number of assets across IT that fulfill similar capabilities - The number of connects between systems & interfaces to maintain - The number of in-use assets deemed "undesirable" **** # More ## Source - [[The Practice of Enterprise Architecture]] ## Related