Communicating EA Effectively:Communicating EA Effectively:

Building a Successful Relationship between

Business and IT within the Organization

US GPO ExperienceUS GPO Experience

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EA as a communication toolEA as a communication tool

Facilitating EA efforts Brings people together to solve problems Within and across work units and

departments

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Some BackgroundSome Background

GPO is a Legislative Branch Agency Our mission is: Keeping America Informed Under Title 44, the office prints and

provides electronic access to documents produced by and for all three branches of the federal government

EA program started in 2006 (with the EA repository dating back to 2004)

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GPO's EA Framework and ObjectivesGPO's EA Framework and Objectives EA framework: strategy, business, information,

systems/services, technology, security and performance EA repository Process improvement IT governance EA as a service – building relationships as a trusted

partner Making it simple - demystifying EA Bottom up approach Understanding business needs EA as a facilitator

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Another DimensionAnother Dimension Usual focus on strategic, business and

technology aspects of the enterprise Another dimension is key to EA program

success:

This dimension has to be integrated with the core

EA framework early on in the process.

Effective Communication

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EA concepts and principals to EA concepts and principals to secure buy-in:secure buy-in:

Using bottom-up approach to building EA Service focused EA with an emphasis on

providing value to customers Building relationships and fostering

collaboration between IT and business units Serving as trusted facilitator between business

units and IT Making it simple – big picture enterprise view

Communicating effectively is key to the success of the EA Program

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Bottom-up approachBottom-up approach

Analyze where EA has the ability to help solve

old problems Lack of communication among business units and

IT Disparate system efforts Disparate packets of business knowledge Lack of standards

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Leading Business Process Leading Business Process ImprovementImprovement

Tie EA tasks (e.g. building target business architecture) to building trust among EA and business units. Develop business processes that cover

functions across multiple business units Tailor the EA message to each stakeholder

group Business units trust EA as a facilitator/SME

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Evolution of IT Governance at GPOEvolution of IT Governance at GPO

FY 07 FY 08 FY 09

FY07 Q3SIWG Kick-off

FY08 Q4TRMWG Kick-off

FY09 Q1EA Policy Signed

FY09 Q1ARB Kick-off

FY09 Q3ARB Charter Signed

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System Interface Working GroupSystem Interface Working Group

Representatives from business units (business owners)and IT SMEs/PMs Provides an “enterprise-wide” perspective of IT systems integration

and interoperability opportunities. Group comprised of both EA and Business Unit representatives

tasked with: Identifying the interfaces between major systems and

determining the implementation timelines Validating existing functions, sub-functions, and identifying gaps Developing a common business language across the systems

utilizing the EA Business Reference Model Provides a forum for:

Surfacing interagency IT systems integration issues Sharing of information Problem solving

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System Interface Working GroupSystem Interface Working GroupSample Work ProductsSample Work Products

Sequencing Diagram

Order to Payment Process Model

System Interface Matrix

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Value of building credibility through “grass Value of building credibility through “grass roots” efforts of the SIWGroots” efforts of the SIWG

Promote EA as a service to the agency and the stakeholders

Build relationships of trust by bringing business units and IT together to build a new business process or to analyze interdependencies between software

projects Become a trusted facilitator who understands both, the

business need and IT capabilities, and also provides an enterprise view in a simple, easy-to-understand format

These are important steps to take before implementing IT governance structure that can function successfully.

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Technology Reference Model Technology Reference Model Working Group (TRMWG)Working Group (TRMWG)

Assist stakeholders with technology product selection Develop guidance to GPO IT stakeholders for technology standards and

products selection Develop and maintain a repository of technology standards

Enable standardization and reduce complexity of the GPO IT environment Review technology standards to ensure that GPO technologies are in alignment

with the needs of the organization as well as with current and emerging trends Evaluate technology products and standards for inclusion in the GPO TRM

Enable IT governance Review technology products to ensure that GPO technology products are

compliant with the GPO TRM Communicate technology standards to stakeholders across GPO

Publish technology standards on the GPO intranet so they are accessible to stakeholders

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TRM Maintenance ProcessTRM Maintenance Process

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Transition to IT Governance Transition to IT Governance

Building on reputation built by previous collaboration and integration efforts through the SIWG and TRMWG SIWG brought together and built trust between

business and IT with EA as a mediator/facilitator TRMWG realized the necessity of an IT governance

framework that goes beyond compliance to finding common solutions that reduce costs and complexity

Created customer focused EA governance structure.

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Customer FocusedCustomer Focused Governance Structure Governance Structure

Planning and Strategy Board(Investment Review Board)

Architecture Review Board

EA Team

Technical Reference ModelWorking Group

System InterfaceWorking Group

supports provides recommendations

Provides oversight for the development of technology standards Ensures compliance with the TRM

Identifies interfaces between systems Determines dependencies between system implementations

reviews

Business Owner

issues

funding decision

subm

its

busin

ess

casesupports

Business process

improvements

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Integrated IT Governance FrameworkIntegrated IT Governance Framework

business

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GPO EA Policy and the ARBGPO EA Policy and the ARB To comply with the GAO EA Maturity Management

Framework and OMB guidelines, the GPO EA team developed the agency EA policy in collaboration with GPO stakeholders

Signed by the Deputy Public Printer, the GPO Directive 705.31 GPO Enterprise Architecture Policy is now available on the intranet.

EA policy called for creation of the ARB - a formally chartered committee guided by the agency EA policy.

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Architecture Review BoardArchitecture Review Board EA integrates with the GPO system

development life-cycle (SDLC) through the ARB’s review of business cases and review of IT projects’ key deliverables

ARB is a cross functional team comprised of representatives from business units, the Program Management Office and IT subject matter experts.

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Assist in Business Case Development Assist in Business Case Development for New Investmentsfor New Investments

Agency business cases need to be presented to the ARB (tied to GPRA goal).

EA, with help from ARB members, developed a business case template that makes sense for GPO

EA assists business units in developing business cases EA identifies additional stakeholders in IT and other business

units to help insure enterprise solutions where possible EA works with the ARB and the business owner to develop the

business case ARB votes on recommendation for the business case

which sometimes includes both short term and long term/strategic solutions

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EA Decision SupportEA Decision SupportEnabling and empowering the GPO community to make informed decisions: Providing a common framework for analysis and

evaluation supporting the implementation of enterprise solutions

Facilitating cross-organizational sharing of information Integrating acquisition process with IT governance

(CPIC, EA, SDLC, and acquisition management ) : Developing standard language to be included in

SOWs and RFQs ensuring EA alignment . Completing architecture reviews of proposed

investments

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EA facilitating IT Strategic PlanningEA facilitating IT Strategic Planning GPO EA team led a series of four strategic planning workshops with

IT Directors as participants. Focus on managing expectations regarding the participants’ roles

and responsibilities and the establishment of realistic time frames for the planning process.

Developed IT Core Values, a Value Statement, and an IT Mission and Vision.

Conducted SWOT analysis to assess IT’s Strengths, Weaknesses, Opportunities and Threats from which strategic goals and objectives were derived.

Selected six all encompassing themes and IT Goals. EA team consolidated, refined and mapped all goals and objectives

and developed the final IT Strategic Plan. The collective efforts of the OCIO team lead to ownership of the

plan and consensus among CIO leadership team on its strategic direction.

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EA as a communication tool Communicating about EA

Communicating EA at GPOCommunicating EA at GPO

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Communication Influence on Communication Influence on Behavior ChangeBehavior Change

Understanding

Acceptance

Action

AwarenessCom

mu

nic

ati

on

Ob

jecti

ves

Message Sources

InternalMedia

Structures Leadership

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Communicating EA at GPOCommunicating EA at GPO

To increase awareness of the value that EA brings to the agency, EA Program office collaborates with the GPO Employee Communications Office to develop an EA Communications Strategy and Plan

Publish articles in the GPO Typeline Magazine which is distributed agency-wide and GPO Leaders’ Update which is distributed to GPO management

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Enterprise Architecture. Abstract Name. Real Results.Enterprise Architecture group is here to help guide you through process mapping and to help keep aligned all GPO IT initiatives Are you looking to improve your office’s efficiency? Have you been asked to map your business processes? You will be happy to know that you have access to the help and tools necessary to do both—the Enterprise Architecture group  Road to success follows process mapsBefore we can get to a better running GPO, we first have to look at how things are working now. One of the best ways of doing that is by creating process maps. Process maps help you identify all the pieces of a workflow and business process. With an accurate process map in hand, you can then start streamlining and improving the process while working toward the “to-be” or future process. Check out some maps for yourselfIf you want to get a better idea of what we’re talking about, check out some of the maps that your colleagues have already made: http://www.main.gpo.gov/ITS/EA/models/default.htm.  The maps are organized by business units. Starting from the high-level view, you can click your way down to see the individual processes that power GPO’s internal workings.  For a good example of process maps and a good overview of our production process, click on the Plant Operations box. You will see a few of the business processes that we have already started to map. If you then click on the Production (High Level) box, you’ll see a process map that shows the flow from taking in the job from Congress through to delivery of the final product.  A few things to keep in mind about the maps… Learn more about process mapsYou can contact Enterprise Architecture group (202-512-2010) for more information. Also, the group will hold sessions with each business unit over the next few months. In these sessions, they will discuss how the process works and how they can work with you to create your process maps. The sessions will be scheduled through your managing director. 

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Confessions of Process MappersRead how your colleagues Lowell Brown, Erica Lopez, Manny Olds, and Sam Sax, are working with the

Enterprise Architecture group to get a head-start on an huge process mapping project 

Last week, you read how the Enterprise Architecture group can help guide you in creating your process maps [see Enterprise Architecture. Abstract Name. Real Results]. Here you’ll read about a few satisfied customers who have worked with the group and have started their process maps.

 Secret #1: Start now“When we knew that we had to create process maps, we immediately recognized that we had to get started quickly,” said Sam

Sax, chief of the Testing and Technical Services division. “We knew that mapping the entire production process—from print request to final product—would be nearly a year-long project.” Sam was referring to the meeting last October with Paul Erickson during which …

 Secret #2: Get the right resources“After the October meeting, we met with the Enterprise Architecture group to see how they could help us,” said Sam. “They

went over methods of doing the process maps, but the most helpful thing was the software. They walked us through the System Architect software that we now use to make elaborate process maps. The software is immensely helpful and so much more powerful than other software packages.”

 Lowell, Erica, and Manny have been using the software and building their, as you can imagine, huge process map. “Basically,

our process map has four boxes, one for each area of production—prepress, press, bindery, and delivery,” Sam added. “But it’s the literally hundreds of smaller processes within each of those four boxes where everything happens. We’re talking about being able to see a map that shows every step along the production process. We still have some more work to do, but the map is well on its way to proving its worth.”

 Secret #3: Map now, adjust laterThe map Sam’s team is making is the as-is state of the production process. Once you know how the whole process works, you

can sit back and start to make adjustments to make it more efficient. “We’ve only been working for a little more than a month on the map, but already we’re seeing areas that are candidates for improvement,” said Sam. “We see places where we can make adjustments to increase throughput …

 Sam wrapped it all up by saying, “The best advice I can give to my fellow managers is to get started as soon as possible. Start

by talking to the Enterprise Architecture group, and then begin your process mapping. Mapping will teach you a lot about what is currently occurring within your manufacturing process, and it will show you how you can improve your process.”

Back to top

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GEAR WebsiteGEAR Website Easy to use web published version

of the EA Repository from System Architect

Defines multiple navigation paths- based on the user’s perspective

Shows how all the pieces fit together Discover opportunities for

improvement and collaboration across the enterprise

EA Sequencing Plan and EA other products are published online

Presented the GPO Online Technical Reference Model (TRM) at the IBM Rational Software Conference Innovation 2009. This web tool was developed by the GPO EA Program Office

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Online Business Process ModelsOnline Business Process Models

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Online Technical Reference ModelOnline Technical Reference Model

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Customer Focused EACustomer Focused EA Responding to requests from business units for assistance with

documenting business processes (as-is and to-be) and support for business process improvement

Assisting business units in developing business cases for future systems (focusing on enterprise solutions)

Building buy-in and implementing IT governance structure and processes

Fostering collaboration with project teams by providing information and analyses leveraging the EA Repository

Conducting training sessions on the accessing and use the online EA products

EA is bringing business units together to develop integrated business processes and IT solutions

through effective communications

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Ida MilnerIda MilnerChief ArchitectChief Architectimilner@gpo.govimilner@gpo.gov

Nicole WillisNicole WillisSenior Enterprise ArchitectSenior Enterprise Architectnwillis@gpo.govnwillis@gpo.gov

Contact InformationContact Information