workshops, top management can be made aware of the importance of
their involvement and a first rudimentary vision can be developed.
From Level 4 to Level 5
On level 4, working under architecture has become a widely supported
and implemented policy of the organization. To make the transition to
level 5, it must be deeply embedded in the policy of the organization
as a whole. This means implementation of the Strategic Dialogue: busi-
ness and IT together determine which business objectives the organi-
zation wants to achieve and which IT solutions should be used for this.
When the transition to level 5 has been made, it is followed by a process
of continuous improvement of the Strategic Dialogue, Architectural
Services, and Development with Architecture.
Depending on the level that an organization has reached, the
emphasis will be on different elements of DYA. This has been summa-
rized in Exhibit C.2.
Notes
1. Han Van Der Zee, Paul Laagland, Bas Hafkenscheid, and Leonie
Geersing (Nolan Norton Institute), Architectuur als Management-
instrument: Multi Client Study [Architecture as a Management Instru-
ment: A Multiclient Study] (The Hague: Ten Hagen & Stam, 2000).
2. Tim Westbrock, "Architecture Process Maturity Revisited and Re-
vised" (Meta Group, May 2004); www.eacommunity.com/articles.
229
Appendix C
bapp03_wagter.qxd 12/10/04 11:53 AM Page 229
Summary :
From Level 4 to Level 5 On level 4, working under architecture has become a widely supported and implemented policy of the organization. When the transition to level 5 has been made, it is followed by a process of continuous improvement of the Strategic Dialogue, Architectural Services, and Development with Architecture.
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