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1
IT Summit Conference October 4, 2006
Panel on
Using Enterprise Architecture to Solve Business Problems
Dick BurkChief Architect and Manager, Federal EA ProgramOffice of Management and Budget
Lisa SchlosserCIO, Department of Housing and Urban Development
Scott BernardDeputy CIO, Federal Railroad Administration
For slide details go to “notes”
Value to the MissionFEA Practice Guidance
September 28, 2006
Dick BurkChief Architect and Manager, Federal
Enterprise Architecture Program, OMB
3
• Value to the Mission –Increase the value of architecture activities to improve results in agency mission areas.
• Two primary concepts described in the FEA Practice Guidance– Enterprise Architecture (EA) Transition Strategy– Segment Architecture
FEA Practice Guidance
4
• Currently based on four chapters
– Chapter 1 – Introduction
– Chapter 2 – EA Transition Strategy
– Chapter 3 – Introducing Segment Architecture
– Chapter 4 – Developing Segment Architecture
• Additional chapters to be determined
Structure
5
• Provides an overview of the concepts described in the other guidance documents.
• Chapter 1 sections– Delivering Mission Value
– Principles
– Performance Improvement Lifecycle
– Architecture Levels
– Key terms
Chapter 1 – Introduction
6
• Performance Improvement Lifecycle
• Architecture Levels
Chapter 1 – Introduction
7
• Describes what is included in an EA transition strategy and provides guidance on developing and using an EA transition strategy.
• Chapter 2 sections:– Transition Strategy Concepts
– Developing the Transition Strategy
– Using the Transition Strategy
Chapter 2 – EA Transition Strategy
8
EA Transition Strategy and Sequencing Plan
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Program B
Projects with Milestones and Dependencies
Project 1Project 2Project 3Project 4Project 5
Project 6Project 7Project 8Project 9
Project 10Project 11Project 12Project 13
PerformanceImprovement Plan
Program A
Program C
Transition Strategy
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Program B
Projects with Milestones and Dependencies
Project 1Project 2Project 3Project 4Project 5
Project 6Project 7Project 8Project 9
Project 10Project 11Project 12Project 13
PerformanceImprovement Plan
Program A
Program C
Program B
Projects with Milestones and Dependencies
Project 1Project 2Project 3Project 4Project 5
Project 6Project 7Project 8Project 9
Project 10Project 11Project 12Project 13
PerformanceImprovement Plan
Program A
Program C
Transition Strategy
9
• Describes segment architecture concepts, the content included in segment architecture, and how to use segment architecture.
• Chapter 3 sections– Segment Architecture Concepts
– Segment Identification and Integration
– Initiating Segment Architecture
– Applying Segment Architecture
Chapter 3 – Introducing Segment Architecture
10
Segment Identification
Enterprise Assets
• Programs
• Processes
• Information
• Applications
• Technology
• Investments
• Personnel
• Organizations
• Facilities
Performance
Business
Data
Services
Technology
Reference Models
• Core Mission Areas
• Common Business Services
• Common Enterprise Services
Segments
Enterprise Assets
• Programs
• Processes
• Information
• Applications
• Technology
• Investments
• Personnel
• Organizations
• Facilities
Performance
Business
Data
Services
Technology
Reference Models
• Core Mission Areas
• Common Business Services
• Common Enterprise Services
Segments
11
• Core Mission Area– Unique service area defining the mission or purpose of the agency– Core mission areas are defined in the agency Business Model.
• Business Service: – Common or shared business service supporting a core mission area.– Business services are defined in the agency Business Model and
include the processes and back office services used to achieve the purpose of the agency.
• Enterprise Service:– Common or shared IT service supporting core mission areas and
business services.– Enterprise services are defined in the agency Service Model and
include the applications and service components used to achieve the purpose of the agency.
Three Types of Segments
12
• Planned – In Development
• Will provide guidance on how to develop segment architecture, when one should be developed, and who should participate in the development.
Chapter 4 – Developing Segment Architecture
Federal CIO Council
Architecture & Infrastructure Committee (AIC)
Lisa Schlosser
Co-Chairperson
15
AIC Vision
In 2006-2007, the AIC will implement projects that support and demonstrate the ability of the CIO Council to effectively architect, invest, and implement solutions to improve the performance of government. Results will be documented as demonstrated by improved performance in terms of both mission outcomes and operational efficiency.
16
AIC Organizational Structure
CIO Council
Advisory:
Industry Community &
Standards Bodies
Advisory Board:
Chief Architecture Forum (CAF)
Ira Grossman301-713-3345 x140
Architecture and Infrastructure Committee (AIC)
Charlie Havekost 202-690-6162
Lisa Schlosser202-708-0306
Office of Management and Budget (OMB)
Federal Enterprise Architecture Program Management Office
(FEA PMO)
Dick Burk202-395-0375
Emerging Technology Subcommittee
Susan Turnbull 202-501-6214
John McManus 301-358-7802
Data Architecture Subcommittee
Suzanne Acar 202-208-3216
Bryan Aucoin703-874-8501
Governance Subcommittee
Roy Mabry 703-607-0244
Andrea Norris 703-292-8100
ServicesSubcommittee
George Thomas202-219-1979
Kshemendra Paul202-616-9676
17
Emerging Technology Subcommittee
Tuning ET Together - From Stovepipes to Wind Chimes
Purpose: This subcommittee provides an “incubator” organizing process to accelerate discovery, maturation, and validation of capabilities that leverage FEA principles and priorities. The key components of our charter are:
• Greater foresight and discernment as established and emerging technologies compete and converge
• Longer life-cycles through market-based, open standards technologies
• Common understanding of business scenarios to anticipate performance outcomes and mitigate risks.
Participation in this subcommittee will help you improve your agencies’ strategic foresight and collaboration capacity around strategic IT assets.
Key FY06/FY07 Activities/Deliverables
1. Forging effective IPv6 strategies together (example in FY06)
2. Life-cycle process for ET discovery and collaborative action
3. Strategic Dialogue Among Communities at Open Forums - Expedition Workshops
Co-Chair Contact Information
Susan Turnbull John McManus
Susan.turnbull@gsa.gov jmcmanus@nasa.gov
202-501-6214 301-358-1802
18
Data Architecture Subcommittee (DAS)
Build to Share
Purpose: To advances the management of Federal data as a national asset; stewardship of the Federal Enterprise Architecture stewardship of the Federal Enterprise Architecture (FEA) Data Reference Model (DRM), FEA DRM Management (FEA) Data Reference Model (DRM), FEA DRM Management Strategy; to promote the use and improvement of data and data Strategy; to promote the use and improvement of data and data standards across the Federal Government; to facilitate of standards across the Federal Government; to facilitate of community collaboration and information sharing using community collaboration and information sharing using communities of interests, both federal and intergovernmental.communities of interests, both federal and intergovernmental.Key FY06/FY07
Activities/Deliverables
1. FEA DRM updates and revisions
2. Implementation strategies, best practices, and success stories
3. Establish an authoritative knowledge center for Federal data-related issues and opportunities
Co-Chair Contact Information
Suzanne Acar Bryan Aucoin
Suzanne_Acar@ios.doi.gov
bryanja@odci.gov
202-208-3216 703-874-8501
19
GovernanceSubcommittee
Governance for a Transformed Government
Purpose: This subcommittee provides policy guidance, and advice and assistance in the definition, design and implementation of Enterprise Architecture (EA) discipline and practice throughout the Federal government. It serves as the core Federal group providing advocacy for EA integration of business and technology architectures across, state, local and international boundaries. The Governance Subcommittee serves as a focal point for the development and coordination of Federal government-wide policy, guidance, including best practices for EA development and implementation. Participation in this subcommittee will provide an opportunity to gain experience in applying the reference models to improve efficiency and effectiveness within your agency.
Key FY06/FY07 Activities/Deliverables
1. RMMP/Consolidated FEA RM
2. EGIF/ Awareness /Paper SOA State of Practice
3. Transformative Governance Models and Best
Practices for eGov Shared Services (January 2007)
Co-Chair Contact Information
Roy Mabry Andrea Norris
roy.mabry@osd.mil
anorris@nsf.gov
703-380-0964 703-292-5319
20
ServicesSubcommittee
Enabling Shared Services
Purpose: Enable Shared Services through development of a Shared Services Strategy, a roadmap for CORE.gov, and a set of demonstration projects focused on Information Exchange and other integration concerns with Shared (LoB) Solution and composite applications. Key FY06/FY07
Activities/Deliverables
1. Shared services management strategy including management framework and policy maturity model.
2. User and strategy driven CORE.gov tools, product roadmap, and solution architecture
3. Shared Services demonstration leveraging participant capabilities
Co-Chair Contact Information
George Thomas Kshemendra (Indra) Paul
g.thomas@gsa.gov kshemendra.paul@usdoj.gov
202.219.1979 202.305.5128
21
The SOA Vision
Program Orientation: Transaction focused with data rich solutions tailored to support specific program business requirements.
Program Offices
Ap
plicati
on
s/B
usin
ess P
rocesses
Enterprise Integration: IT solutions support strategic LOBs. IT modernization promotes re-use though the automation of common business functions and core IT services.
LOB
Business Function
Core IT Service
Enterprise
LOB
Modernization
22
Vision: Focus on SOA
Infrastructure, Middleware Build Out,
Data Management,Service Component Dev
Legacy Systems Transition SOA Vision
2010
• Difficult to maintain• Non-standard protocols• No cross-application reuse
• Enterprise Service Bus (ESB) mediates communication• System functionality migrated into shared services • Some legacy still exists but provide services by ESB • Enterprise platform of shared services
• Reusable business processes are common
ESB
Enterprise PortalEnterprise Portal
BusinessBusinessIntelligenceIntelligence
Geospatial Geospatial InformationInformation
SystemsSystems
Business Partner Business Partner & Case Management & Case Management
Business Process MgmtBusiness Process MgmtProcess Model BPEL
Enterprise Service BusEnterprise Service BusService and Event Mediation
Service Registry Service Registry Process Integration
Data and Metadata Services
COTS AppsCOTS Apps Custom AppsCustom Apps
EE--AuthenticationAuthenticationEE--GrantsGrants
Financial ManagementFinancial Management
Dev
elo
pm
ent
Envir
onm
ent
Dev
elo
pm
ent
Envir
onm
ent
Infrastructure, Middleware Build Out,
Data Management,Service Component Dev
Legacy Systems Transition SOA Vision
2010
• Difficult to maintain• Non-standard protocols• No cross-application reuse
• Enterprise Service Bus (ESB) mediates communication• System functionality migrated into shared services • Some legacy still exists but provide services by ESB • Enterprise platform of shared services
• Reusable business processes are common
ESB
Enterprise PortalEnterprise Portal
BusinessBusinessIntelligenceIntelligence
Geospatial Geospatial InformationInformation
SystemsSystems
Business Partner Business Partner & Case Management & Case Management
Business Process MgmtBusiness Process MgmtProcess Model BPEL
Enterprise Service BusEnterprise Service BusService and Event Mediation
Service Registry Service Registry Process Integration
Data and Metadata Services
COTS AppsCOTS Apps Custom AppsCustom Apps
EE--AuthenticationAuthenticationEE--GrantsGrants
Financial ManagementFinancial Management
Dev
elo
pm
ent
Envir
onm
ent
Dev
elo
pm
ent
Envir
onm
ent
Infrastructure, Middleware Build Out,
Data Management,Service Component Dev
Legacy Systems Transition SOA Vision
2010
• Difficult to maintain• Non-standard protocols• No cross-application reuse
• Enterprise Service Bus (ESB) mediates communication• System functionality migrated into shared services • Some legacy still exists but provide services by ESB • Enterprise platform of shared services
• Reusable business processes are common
ESB
Enterprise PortalEnterprise Portal
BusinessBusinessIntelligenceIntelligence
Geospatial Geospatial InformationInformation
SystemsSystems
Business Partner Business Partner & Case Management & Case Management
Business Process MgmtBusiness Process MgmtProcess Model BPEL
Enterprise Service BusEnterprise Service BusService and Event Mediation
Service Registry Service Registry Process Integration
Data and Metadata Services
COTS AppsCOTS Apps Custom AppsCustom Apps
EE--AuthenticationAuthenticationEE--GrantsGrants
Financial ManagementFinancial Management
Dev
elo
pm
ent
Envir
onm
ent
Dev
elo
pm
ent
Envir
onm
ent
Enterprise PortalEnterprise Portal
BusinessBusinessIntelligenceIntelligence
Geospatial Geospatial InformationInformation
SystemsSystems
Business Partner Business Partner & Case Management & Case Management
Business Process MgmtBusiness Process MgmtProcess Model BPEL
Enterprise Service BusEnterprise Service BusService and Event Mediation
Service Registry Service Registry Process Integration
Data and Metadata Services
COTS AppsCOTS Apps Custom AppsCustom Apps
EE--AuthenticationAuthenticationEE--GrantsGrants
Financial ManagementFinancial Management
Dev
elo
pm
ent
Envir
onm
ent
Dev
elo
pm
ent
Envir
onm
ent
23
SOA Success Story
Correspondence Tracking System
(CTS)Lender
Send CaseBinder
Index Case at HUD
Store Case Binder
View Case
HUD Case
WorkerRetrieve Case
e-Case Binder (eCB)
Correspondence Tracking System
(CTS)Lender
Send CaseBinder
Index Case at HUD
Store Case Binder
View Case
HUD Case
WorkerRetrieve Case
e-Case Binder (eCB)
Business Needs
Agility of Response:Respond Faster
The need for business speed means … … IT must change.
IT reliably detects/reacts in real time to the
business.
IT strategy is tied to business strategy.
IT has unpredictable reliability and reacts slowly to business
requirements.
IT organization owns IT strategy.
CIO = business leader.CIO = manager of IT resources.
Centralized, Optimized Infrastructure,
Performance Based, SLA-Driven
Decentralized, Redundant Infrastructure – Multiple
networks, help desks, contracts
Business Needs
Agility of Response:Respond Faster
The need for business speed means … … IT must change.
IT reliably detects/reacts in real time to the
business.
IT strategy is tied to business strategy.
IT has unpredictable reliability and reacts slowly to business
requirements.
IT organization owns IT strategy.
CIO = business leader.CIO = manager of IT resources.
Centralized, Optimized Infrastructure,
Performance Based, SLA-Driven
Decentralized, Redundant Infrastructure – Multiple
networks, help desks, contracts
Critical Success Factor: Infrastructure OptimizationCritical Success Factor:
Infrastructure Optimization
24
25
• Promotes accessible and flexible platforms for enhanced collaboration and knowledge sharing.
• Supports SOA by providing space to develop and blend business and IT strategy on a controlled environment.
• Ensures cost effective methods of identifying and optimizing government business processes that can be shared and modified to meet specific agency needs. Enables secure and cost effective methods to develop government business processes across multiple agencies
• Promotes the participation of SOA activity with increased ease of participation.
• Provides a well managed environment with several tools that employ capability to find, evaluate, share and download information that is essential to the development of services and lines of business.
CORE.gov: Helping Advance EA in Government
26
AIC Next Steps
• Requesting representatives to serve on all committees; please send interested names to Stephanie Powers at AIC_Support@sra.com by May 31st
• Each subcommittee will convene over year to solicit participation in producing the deliverables laid out in this presentation
Federal Railroad AdministrationU.S. Department of Transportation
Case Study in
Using Enterprise Architecture to Solve Business Problems
The Mobile Workforce Initiative
Scott A. Bernard, PhDDeputy Chief Information OfficerChief Architectscott.bernard@dot.gov
28
About FRA
FRA is one of eleven modal administrations in the Department of Transportation. The mission of FRA is to promulgate and enforce rail safety regulations; administer railroad assistance programs; conduct research and development in support of improved railroad safety and national rail transportation policy; provide for the rehabilitation of Northeast Corridor rail passenger service; and consolidate government support of rail transportation activities.
Locations: Headquarters: Washington, DC8 Regional Offices: Atlanta, Boston, Chicago, Dallas,
Kansas City, Philadelphia, Portland, Sacramento
Workforce: Approximately 840, over half are field safety inspectors.
Lines of Business: Office of the Administrator/Deputy Administrator Office of Financial Management and Administration Office of the Chief Counsel Office of Civil Rights Office of Railroad Development Office of Policy Office of Public Affairs Office of Safety
29
• FRA has aligned IT resources to the standards of the DOT Common Operating Environment (COE).
• Cross-cutting and modal-specific applications will be hosted in one data center at the new DOT HQ in 2007.
• Standards for mobile computing and communications are still emerging.
FRA is taking responsibilityfor its part of the DOT EA
DOT “Federated” Approach to EA
RIT
A
30
StrategicGoals
BusinessProcesses
Information and Data Flows
Systems, Applicationsand Services
Technology Infrastructure
PRM
BRM
DRM
SRM
TRM
Hum
an C
apita
l Pro
file
Sec
urity
Pro
file
Safety
Mod
erni
zatio
n B
luep
rint
Cap
ital P
lann
ing
and
Bud
getin
g
Railroad D
evelopment
StrategicGoals
BusinessProcesses
Information and Data Flows
Systems andApplications
Technology Infrastructure
PRM
BRM
DRM
SRM
TRM
DOT & FRA
Common Operating Environment
Integrated Governance
Hum
an C
apita
l Pro
file
Sec
urity
Pro
file
Financial Mgm
t. & A
dministration
Chief C
ounsel
Public A
ffairs
Mod
erni
zatio
n B
luep
rint
Cap
ital P
lann
ing
and
Bud
getin
g Civil R
ightsP
olicy
StrategicGoals
BusinessProcesses
Information and Data Flows
Systems, Applicationsand Services
Technology Infrastructure
PRM
BRM
DRM
SRM
TRM
Hum
an C
apita
l Pro
file
Sec
urity
Pro
file
Safety
Mod
erni
zatio
n B
luep
rint
Cap
ital P
lann
ing
and
Bud
getin
g
Railroad D
evelopment
StrategicGoals
BusinessProcesses
Information and Data Flows
Systems andApplications
Technology Infrastructure
PRM
BRM
DRM
SRM
TRM
DOT & FRA
Common Operating Environment
Integrated Governance
Hum
an C
apita
l Pro
file
Sec
urity
Pro
file
Financial Mgm
t. & A
dministration
Chief C
ounsel
Public A
ffairs
Mod
erni
zatio
n B
luep
rint
Cap
ital P
lann
ing
and
Bud
getin
g Civil R
ightsP
olicy
RIT
A
RIT
A
FRA EA Framework
DOT EA
31
Business Problem:
Many of FRA’s Railroad Safety Inspectors have difficulty gaining and maintaining mobile communications and computing links in the field and at hotels. Lots of gaps in coverage, slow dial-up connections.
Technology Issues: - Lack of agency/department standards for mobile communications. - Lack of agency/department standards for mobile computing. - Variety of communications and computing equipment in use. - Variety of dial-up, VPN, DSL remote data access solutions in use. - Lack of effective Tier 1 and Tier 2 assistance in trouble shooting.
Architecture Solution: (Working with DOT CTO)
PRM: Identify mobile computing line-of sight process, establish metrics.BRM: No change in mission area, function, sub-functions.SRM: Establish a mobile workforce business service that is co-sponsored by the Office of Financial Mgmt. & Admin. and the Office of Safety.DRM: Identify data exchange requirements and standards.TRM: Establish new standards for mobile communications & computing.SPP: Identify data protection solutions for PII data and mobile equipment.
32
Solving the Business Problem
Establish the Mobile Workforce Initiative (MWI) to provide railroad field inspectors and other mobile users with standard computing and computing equipment and broadband service packages.
Encrypted& Rugged
Laptop
PDA &
BiometricUSB Drive
PortablePrinter &ScannerRailroad
Inspector ConnectivityOptions
Internet
RAS BroadbandCellular
VPN
StandardEquipment
HQ
RegionalOffices
DSL
33
MWI Deployment Timeframe:- FY 2007 / Q1
Expected Outcomes of MWI:- Improved work productivity in the field
- Improved work productivity at hotels
- More mission capability
- Quicker deployment of applications/updates to field inspectors
- Improved telecommuter support
- Improved Continuity of Operation capabilities
- Improved security for mobile computing
- More collaboration between CIO and Lines of Business
- More agency/headquarters collaboration on standards
- More awareness of and support for FRA and DOT architectures
Recommended