Enterprise architecture (EA) metrics are used as part of an EA governance model to measure the
effectiveness and drive the continuous improvement of the organization’s EA program (see “Rethink
EA Governance, Assurance and Review Boards in the Digital Business Era”).
In reviewing the recent Gartner “ITScore for Enterprise Architecture and Technology Innovation”
responses, we found that 82% of organizations do not define metrics to measure the impact of EA
on helping the organization deliver targeted business outcomes.1 Contrasting this finding, “EA
metrics and business value” remains one of the three top topics clients are interested in hearing
about at Gartner’s EA summits.2 Clearly, EA leaders have identified an important capability gap and
seek advice and help on how to close it.
EA as a discipline is a contributor to organizational change. The bulk of the change work effort that
EA contributes to is done through running, growing and transforming the business projects. It is the
indirect nature of EA that makes it challenging for many EA leaders to measure and communicate its
We find that many EA leaders are lacking the skills, support and agreement to create effective
business-value-based metrics. Furthermore, they choose EA program activity-based metrics
because they don’t take much thought or effort to create and can be developed in isolation (that is,
without business input and collaboration). Many EA leaders still focus on measuring the internal
activities of the EA program, rather than measuring how the EA program helps contribute to the
organization achieving targeted business outcomes and financial objectives.
The lack of EA business-value metrics leads many business leaders to believe that they are not
always getting their money’s worth from the organization’s EA program (see “Define a Value
Proposition for a Winning Business-Outcome-Driven EA Program”). They simply do not understand
the impact and business value of EA efforts on making investment decisions. This is why many
business executives sometimes come to view EA efforts as a “discretionary” discipline (see “Five
Best Practices to Increase Stakeholder Engagement and Support in the Digital Era”).
Resource: EA Business-Value Metrics You Must Have
Analysts: Saul Brand, Michael Smith