Enterprise architecture is a field whereas the true value is in my opinion yet to be realized. Toolkit a like the ones that Forrester and Gartner display are only templates for the realities within the enterprise. All operating models differ and that causes several incongruent canned metrics and discrepancies on how they are applied to each enterprise.
Toolkits are in place to provide an explicit way to identify value as articulate strategy in a structured way. Along with the articulation of an operating strategy, a way to measure progress is key to validation and steering of that strategy within the organization. Below are three categories that are present in describing value of a toolkit.
Operating metrics: these would apply to efficiencies gained and measured within a process context. This would also determine coverage and scope of the practice.
Cost metrics: would be related to operating cost outlining spend and spend reduction within the practice itself. For example, reducing non-budgeted R&D as a particular new innovation develops like microservices.
ROI metrics: this would track the direct income vs. expense associated with EA special projects. These are a little more elusive in the grand scheme but with the right relationships can be baselined and worked through. An example would be an EA program works to stand up a centralized system to perform a regulatory function. The reduction in duplicity and increase in communication are the outcomes and saves each line of business an estimated $ percent of their previous spend.
All in all the toolkits are a good way to present and track a companies enterprise architecture strategy. I would urge the customization to achieve fit in your organization rather than force a canned toolkit begetting canned metrics.
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