Abstract:
A system creates and maintains an industry business architecture model over a network. The system defines specific levels of maturity for the model. Associations, relationships, and linkages between content elements are also determined. From these, a specific level of aggregate maturity is defined according to an algorithm.

Description:
CROSS REFERENCE TO RELATED APPLICATION 
     This application is related to U.S. Pat. No. 7,120,643 issued Oct. 10, 2006 titled METHOD, SYSTEM, AND STORAGE MEDIUM FOR CREATING AND MAINTAINING AN ENTERPRISE ARCHITECTURE which is incorporated herein by reference in its entirety. This application is also related to U.S. application Ser. No. 12/631,092 filed Dec. 4, 2009 entitled TOOL FOR CREATING AN INDUSTRY BUSINESS ARCHITECTURE MODEL, and U.S. application Ser. No. 12/630,063 filed Dec. 3, 20009 entitled SYSTEM FOR MANAGING BUSINESS PERFORMANCE USING INDUSTRY BUSINESS ARCHITECTURE MODELS which are incorporated herein by reference in their entireties. 
     BACKGROUND OF THE INVENTION 
     1. Field of the Invention 
     The invention relates generally to enterprise architectures and particularly to maturity levels of an enterprise architecture model. More particularly the invention relates to assessing the maturity level of a business model. 
     2. Description of the Related Art 
     Dill, in U.S. Pat. No. 7,120,643 filed Nov. 19, 2002, describes an enterprise architecture having a process component, an organization component, a business component, and a technology component. Dill constructs a maturity model map showing the significance of each element of a component as compared to other elements in all of the components. The resulting patterns from constructing the maturity model map are used for various purposes relating to root causes of issues. 
     BRIEF SUMMARY OF THE INVENTION 
     Various models of an enterprise such as component business models, process models, service models, and information models may be created at different levels of abstraction, or at different times, and having different types of content. An industry business architecture model (IBAM) has the logical models: component business model, process model, service model, and information model. In addition an IBAM also has a reference architecture, demos and other knowledge assets, and collateral. Collateral shall be taken herein to mean materials used to support marketing of consulting services. The IBAM may also have people with specific subject matter expertise associated with it. Because of this great disparity there is presently no known process which can be used to consistently review and assess the maturity of content in either an individual component business model, an individual process model, an individual service model, an individual information model, or in an industry business architecture model and its associated elements. Furthermore, there is presently no process known for assessing the aggregate maturity of an IBAM and its associated elements. 
     The present invention addresses this need by defining specific levels of maturity. Associations, relationships, and linkages between content elements are also determined and from these, a specific level of aggregate maturity is defined according to an algorithm. 
    
    
     
       BRIEF DESCRIPTION OF THE SEVERAL VIEWS OF THE DRAWINGS 
         FIG. 1  is a network system for implementing an industry business architecture model and assessing its maturity; 
         FIG. 2  is a flowchart for determining which models to assess maturity; 
         FIG. 3  is a flowchart for selecting the scope of a maturity assessment; 
         FIG. 4  is a flowchart for assessing maturity; and 
         FIG. 5  is a framework for a maturity model. 
         FIG. 6  is a flowchart illustrating the various steps involved in carrying out a component business model map; 
         FIG. 7  illustrates a map of components; and 
         FIG. 8  shows the process of allocating revenue. 
     
    
    
     DETAILED DESCRIPTION OF THE INVENTION 
     In  FIG. 1  there is shown a network system upon which an IBAM is implemented and its maturity assessed. System  100  of  FIG. 1  includes a business enterprise  102  having server  104  and data storage device  118  having databases  120 - 128 . System  100  also has client systems  112  and  114  representing computer workstations, laptops, personal data assistants, cell phones, or any other client device known in the art. System  100  may also include a network connection to the Internet or any other network whether broadband or not, depicted by the cloud and lightning elements of  FIG. 1 . 
     Client systems  112 ,  114  may be operated by representatives of business enterprise  102  including information technology (IT) professionals, architecture specialists, business professionals, management, and system administrators. The term “business enterprise” shall be taken herein to refer to the organization implementing the IBAM of the present invention. 
     Network  116  connecting client systems  112 ,  114  to server  104  may comprise a LAN, WAN, wireless, infrared, radio, or any network configuration known in the art. Business enterprise  102  executes the IBAM via server  104 , client systems  112 ,  114  or a combination of these. 
     Server  104  has data storage  118  attached either directly or via network  116 . Data storage has a plurality of databases  120 - 128  included therein. 
     System  100  may also include wired or wireless connection to a wide area network including multiple geographical locations interconnected by high speed data lines or radio links as depicted by the lightning and cloud elements of  FIG. 1 . 
     In an exemplary embodiment, the industry architecture model may be executing on server  104 , or clients  112 ,  114 , or on a combination of the above. 
     In  FIG. 2  there is shown flowchart  20  for selecting the scope of a maturity assessment. The scope may be for an entire IBAM resulting in an aggregate maturity assessment by selecting path  21  to  FIG. 3 . The scope may be for the component business model, or the process model, or the service model, or the information model by selecting paths  22 ,  23 ,  24  or  25  respectively. The scope may also be any combination of models as indicated by decision block  26  in  FIG. 2 . 
     After selecting the scope as described above, the appropriate paths are taken in the flowchart of  FIG. 3 . For each path an extensive checklist, which has been previously developed, is reviewed to insure completeness of the respective model. For each of the models separately, the maturity level is assessed. For example, the levels may be designated as defined, enhanced, or refined with defined as the lowest and refined as highest as shown in  FIG. 5 . Other level scales may be used. Finally in decision block  35  it is determined whether all model assessments are complete. If not, then the remaining paths of  FIG. 3  are followed as necessary. Note that all selections of scope from  FIG. 2  require step {circle around (E)} to be performed for a review of knowledge assets and collateral. 
     In  FIG. 4  there is shown a flowchart  40  for assessing aggregate maturity level of an IBAM. Entering the flowchart at block  41 , the aggregate maturity level is assessed according to an algorithm. One example of such an algorithm is a rule that the aggregate maturity level is no higher than the lowest individual maturity level. In  FIG. 5 , if the lowest level of CBM maturity, or process maturity, or service maturity, or information maturity is level  2 , even though some may be level  1 , then the aggregate maturity level is set to level  2 . Other algorithms will be apparent to those skilled in the art of aggregate level setting, such as weighted average, maximum level, minimum level, and the like. 
     In  FIG. 4  there is also shown step  42  for modeling governance of the IBAM as well as the CBM, process, service, and information model. Governance is described by Brown in U.S. application Ser. No. 12/024,746 filed Feb. 2, 2008 and published as U.S. 2009/0198534 on Aug. 6, 2009 which is incorporated herein by reference in its entirety. 
     Following step  42 , the IBAM is updated in step  43  based on the aggregate maturity assessment of step  41 , thereby completing a closed loop path back to the IBAM itself. The algorithm for assessing aggregate maturity level may also be adjusted in step  43 . 
     In  FIG. 6 , there is shown flowchart  110  depicting steps of a process for carrying out an embodiment of the present invention. In step  112 , a map of components of activities is built. For a particular client business, a component shall be taken to mean a group of cohesive business activities supported by appropriate processes, applications, infrastructure, and metrics. Applications may be software applications supporting a business activity. Each component is flexible. Components may work in any combination or sequence with other components to get the job done. Each component may be individually scalable and extensible. 
       FIG. 7  shows an example of such a map of components. The rows of matrix  130  are grouped into three management levels of business activities, namely, planning and analysis, checks and controls, and execution. The rows of the matrix are standard for all industries, defining three levels of management control. For each grouping of activities in a column, a combination of these three levels is required to ensure the business operates effectively. 
     The columns of matrix  130  are activity categories which will be industry specific. However, once a good component map is built for any client, it may be used for any other client or competency in that specific industry. Business activities are determined in interviews supported by subject area specialists to identify both current and future capabilities. Activities may be specified in the following general terms: 
     Functionality—the Subject 
     Users—Skill level, authority 
     Systems 
     Analytical 
     Operational Decisioning 
     Automated 
     Operational Characteristics 
     Business Information Usage 
     or any other general terms used in the industry. 
     Components within the activity categories should be able to be extracted (e.g., outsourced) without disrupting the enterprise. Smart components may be defined and represent opportunities for development by the services providing company: A component map, when built, depicts the future enterprise and industry leading practices. The level of detail is appropriate for the required analysis (is retractable and expandable). Activities are performed only in one component. 
     The column titles in  FIG. 7  represent an example of activity categories for a specific industry. Activity categories for a client company in another industry such as the insurance industry may be those shown below in Table 1. 
     
       
         
               
               
               
             
               
               
               
             
           
               
                 TABLE 1 
               
               
                   
               
               
                   
                 Activity Categories for Insurance Company 
                   
               
               
                   
                 Client 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                   
                 Product Development 
                   
               
               
                   
                 Risk Management 
                   
               
               
                   
                 Marketing 
                   
               
               
                   
                 Business Acquisition and Retention 
                   
               
               
                   
                 New Business Installation and Enrollment 
                   
               
               
                   
                 Services 
                   
               
               
                   
                 Claims 
                   
               
               
                   
                 Business Administration and Finance 
               
               
                   
               
             
          
         
       
     
     In step  114 , of  FIG. 6  the component map built in step  112  is filtered to form a heat map. For each activity category in component map  130 , capabilities are defined that summarize how the organization seeks to perform in that aspect of its business. Target competitive levels are then determined for each capability. For example, levels of base, competitive, or differentiated may be used. The competitive levels are then translated onto component map  130 , e.g. color coding or shading of components in map  130  may be used to indicate the level. 
     Cost filtering as shown in  FIG. 8  may also be performed in step  114 . For example, a cost pie of 100% may be allocated to the activity categories (columns). In  FIG. 8 , 15% of cost is allocated to Product Development/Risk Management. The allocation may be based on cost center data. Any other basis of allocating cost may be used, such as by the number of full time equivalent (FTE) people required to perform the activities involved. For each column, the allocated cost is then distributed across components in that column on another basis, for example, headcount. In  FIG. 8 , the 5% allocated to Business Administration is distributed across the components in the last column by headcount. 
     Revenue filtering may be performed using similar allocation and distribution methods. 
     Cost and revenue filtering may also be depicted by dollar value sorting into high, medium, and low buckets, e.g.: 
     
       
         
               
               
               
             
           
               
                   
                   
               
             
             
               
                   
                 low 
                 &lt;$10M 
               
               
                   
                 medium 
                 $10M to $70M 
               
               
                   
                 high 
                 &gt;$70M 
               
               
                   
                   
               
             
          
         
       
     
     The results of cost and/or revenue filtering are also summarized on the component map such as by indicating the cost and/or revenue levels or bucket for each component. 
     After applying the filtering just described, components are selected to form a heat map. Selected components should be components that drive the primary strategy of the company, such as low cost provider, brand, servicing, and have a large gap between the current and desired capabilities. Components that have a large potential to increase revenue or reduce cost may also be selected. Components that the client or interviews have identified as problematic may be selected. Components required to perform key functions may also be selected. 
     A component map having only the selected components shall be designated herein to be a heat map. 
     In step  116 , attributes are defined for the selected components in the heat map. Attributes may be defined based on a competency lens provided in step  118 . Attributes to analyze a component are based in the general service area and the specific project offering. The key functions of a component are attributed based on the current and desired industry maturity level. On-demand attributes are used when the intent of the analysis is migrating the client company toward an on-demand solution. This defining attributes step may need to be applied iteratively or repeated. 
     The competency lens provided in step  118  includes competency offerings, such as business strategy, information technology (IT) strategy, organizational strategy, and operations strategy. For example, use of the organizational strategy competency offering in the competency lens to analyze or evaluate based on a criteria, a selected component in the heat map, may lead to defining “skills” or “roles” as an attribute for that selected component. Attributes of “processes” or “consumption” may be associated with use of the operations strategy competency offering in the competency lens of step  118 . The component is then assessed based on the defined attributes and any gaps or shortfalls are noted. 
     In step  120  collaborations for components are identified. Patterns may be applied to candidate components. These patterns are used to model how the components might collaborate dynamically to support key business processes, such as launching a product, acquiring a new customer, or detecting and responding to fraud. The patterns can be matched to the behaviors of components to identify structural process improvement opportunities as well as on-demand opportunities. Examples of patterns are listed below in table 2. 
     
       
         
               
             
               
               
               
             
           
               
                 TABLE 2 
               
               
                   
               
               
                 Collaborative Patterns 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                   
                 Consolidator/Server 
                 A goto point for a 
               
               
                   
                   
                 frequently/widely referenced 
               
               
                   
                   
                 function or information 
               
               
                   
                 Processor 
                 A discrete step in a process 
               
               
                   
                   
                 (bounded for re-use in 
               
               
                   
                   
                 multiple processes) 
               
               
                   
                 Gatekeeper 
                 Coordinating access to 
               
               
                   
                   
                 multiple services (to fully 
               
               
                   
                   
                 exploit/parallelize 
               
               
                   
                   
                 an event) 
               
               
                   
                 Controller 
                 Overseeing, trouble shooting, 
               
               
                   
                   
                 authorizing and/or 
               
               
                   
                   
                 classifying/checking 
               
               
                   
                 Analyzer 
                 Gathering management 
               
               
                   
                   
                 information - planning, 
               
               
                   
                   
                 targets, sensitivity 
               
               
                   
                   
                 assessment rating. 
               
               
                   
                   
               
             
          
         
       
     
     Returning now to  FIG. 6 , in step  122 , a business component solution stack is built using the heat map, the defined attributes, and the identified collaborations. The attributes and collaborations are layered onto the components in the two dimensional heat map forming a three dimensional stack of potential solutions. The solution stack represents a framework for the desired future state vision of the client company. 
     Revenue levers may be applied to the component attributes by determining how fast revenue is impacted by the component. Examples of revenue levers are market penetration, franchise penetration, share of wallet, customer retention, profit margin, profit fees, profit processing overhead, and avoidable losses. 
     Cost levers may also be applied. Examples of cost levers include new customer acquisition, staff turnover, productivity, time to money, and asset optimization. These are determined as a dollar value per year. 
     The revenue and cost lever values are applied to the components and may be used in building the solution stack in step  122 . 
     In step  124 , quick hits and investment opportunities are developed from the solution stack. An assessment is performed for each attribute to determine shortfalls or gaps as compared to best industry practice. Current and desired future capacities are defined for base, competitive, and differentiated levels. A functionality analysis is performed for each component and the services it references and offers to other components. 
     From these analyses of the solution stack framework projects having a short development cycle and rapid benefit known as quick hits are developed. Longer term projects with significant payback known as investment opportunities are also developed. On a listing of quick hits and investment opportunities, each project may be categorized. For example, categories may be an application enhancement (AE), new application-green field (GF), application reduction (AR) and business process only (BP). 
     In step  126 , a roadmap of tasks for implementing each project is defined. For each project, a project template may be used to fully document the critical aspects of the project. For example, the template may include project description, a high level cost/benefit analysis, risks, approach, work effort estimate, dependencies, and outputs. 
     In step  128 , the projects are prioritized relative to each other based on the entries in the templates, creating a portfolio of opportunity. Projects designated as quick hits define the first wave of implementation. Further waves of projects are selected from the prioritized opportunity portfolio and implement in step  128 . 
     While there have been shown and described what are at present considered the preferred embodiments of the invention, it will be obvious to those skilled in the art that various changes and modification may be made therein without departing from the scope of the invention as defined by the appended claims.