this has been achieved, can only be seen from the degree of satisfaction
with the IT solution after two years. The percentage of maintenance
effort resulting from adjustments to other applications is an indication
of the anticipatory content of the IT solution. If adjustments have many
side-effects in other applications, the ability to change and hence the
anticipatory content are relatively small. The average time it takes to
make adjustments, classified by strategy, gives another indication of the
success of Development with Architecture. If building permits are fre-
quently refused or revoked, there is definitely something wrong with
the effectiveness of Development with Architecture.
The use of standards and templates is an indication of the effi-
ciency of the development process: Standards and templates provide
for at the same time rapid and high-quality procedures. The number of
coordination sessions with other projects also says something about the
efficiency of the process: If the project-start architecture works well,
very little coordination with other projects is necessary and the number
of coordination sessions will drop.
Development without Architecture
The Development without Architecture process is intended to create
IT solutions rapidly under the extreme pressure of time, but in a highly
controlled way. This objective leads to the KPIs shown in Exhibit 8.5.
191
Governance
Effectiveness
Efficiency
· Average time taken to decide on
defensive/offensive strategy.
· Moment during the process
when it is decided to opt for a
parallel anticipative strategy.
· Average effort necessary to
remove temporary solutions.
· Percentage of defensive/
offensive projects that are
finished at the agreed time.
· Percentage of defensive/
offensive projects that are accom-
panied by an anticipative strategy
· Percentage of temporary solu-
tions that are actually removed
after two years.
EXHIBIT 8.5
KPIs of Development without Architecture
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