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Enterprise Architectures
that Matter
Mark A. Forman
Associate Director for IT and E-Government
Office of Management and Budget
4/6/2012 1
E-Government Is the Key Initiative for Modernizing
Government for Improving Service to the Citizen
The Vision: an order of magnitude improvement in the
federal government’s value to the citizen; with decisions in
minutes or hours, not weeks or months.
The Definition: the use of digital technologies to
transform government operations in order to improve
effectiveness, efficiency, and service delivery.
The Principles:
Integral component of Five-part President’s
Management Agenda
Market-based, Results-oriented, Citizen-Centered
Simplify & Unify
4/6/2012 2
The E-Government Initiative Is Focused on Results
that Matter to the Citizen
• The E-Gov Initiative is making government more responsive to
citizens. Electronic commerce and Internet technology have made
daily tasks easier and quicker and the U.S. government is working to
do the same for U.S. citizens.
• The E-Gov Initiative gets agencies to use modern, secure
technologies to become more productive and respond faster and
better to the needs of American citizens, ensuring trust and privacy.
• The E-Gov initiative will get agencies to use e-business tools to
lessen paperwork burdens.
• The E-Gov initiative will provide tools for all levels – local, state and
federal – of government to work better together.
• Under the E-Gov Initiative, U.S. government websites are already
providing an easier, smarter, faster way citizens to get the services
and information they want. And there are more exciting innovations
to come. 3
4/6/2012
Why We Focus on E-government:
We Live in a Web of Interdependencies
Intra-agency
Agency to
Inter- and Intra- business
governmental
Agency to the
public 76% of
Americans
visited
government
online in 2001
4/6/2012 4
Recent Surveys on Citizen Wants
Pew Report: The Rise of the eCitizen: How people
use Government Agencies’ Web-Sites - April, ’02
• “Citizens on-line are learning to demand answers at Internet
speed.”
• 68 Million American adults have used government Web sites –
a sharp increase from 40 million in March 2000
http://www.pewinternet.org/reports/pdfs/PIP_Govt_Website_Rpt.pdf
Council for Excellence in Government: E-Government:
To Connect, Protect and Serve – Feb. 26, 2002
Citizens overwhelmingly believe that E-Government leads to
better government.
http://www.excelgov.org/techcon/0225poll/report.PDF
4/6/2012 5
What do Americans want E-government
Investments to do?
Make Information & 70%
Services Easier to Use
Better horizontal &
68%
Vertical Communications
Help Business Deal with
Government 62%
Involve Public in
60%
Decisions
61% of Americans Expect E-government to Have a Positive Effect on
Government Operations
Source:Hart-Teeter Survey, in E-Government: To Connect, Protect and Serve, CEG, Feb. 26, 2002
4/6/2012 6
The Genesis of E-Democracy:
Americans View E-government as Critical to
Improving Accountability
• 62% in Hart-Teeter poll say E-government
will make government more accountable
• 42 Million use government websites to review
policy information (2002 Pew Internet Survey)
• 23 Million use government websites to
comment on proposed policies and
regulations (2002 Pew Internet Survey)
• 65 Million downloads from the Federal
Register website, 100 million for CFR website
(NARA statistics for 2001)
4/6/2012 7
Achieving Results from IT:
Last Year’s Analysis Identified Six Chronic Problems
Paving Cowpaths: Agencies automated management problems, instead
of leveraging e-business to fix them
Redundant Buying: Multiple agencies bought the same item, instead
driving economies of scale or creating one-stop points of service
Program Management: Few delivered on time, on budget
Poor Modernization Blueprints: Few agencies had a business-driven
enterprise architectures, a roadmap that showed what IT investments
will be used to better improve performance
Islands of Automation:
– Citizens have to deal with multiple agencies (22,000 websites) to get
service, instead of going to a single point of service website or call center
– Agencies cannot easily collaborate for key missions like Homeland
Security.
Poor Cyber Security: IT security is seen as an IT or funding issue,
instead of agency management issue
4/6/2012 8
Four Segments in the Citizen-Centered
Strategy
Individuals: building easy to find one-stop-shops for citizens --
creating single points of easy entry to access high quality government
services.
Businesses: reduce burden on businesses through use of Internet
protocols and by consolidating myriad redundant reporting
requirements.
Intergovernmental: make it easier for states and localities to meet
reporting requirements, while enabling better performance
measurement and results, especially for grants.
Internal efficiency and effectiveness: reduce costs for
federal government administration by using best practices in areas
such as supply chain management and financial management, and
knowledge management. 4/6/2012 9
E-Government Initiatives and Managing Partners
Government to Citizen Government to Business Managing
Managing Partner
1. Federal Asset Sales
Partner GSA
2. Online Rulemaking
1. USA Service GSA Management
DOT
2. EZ Tax Filing TREAS 3. Simplified and Unified
Treas
3. Online Access for Loans DoEd Tax and Wage Reporting
4. Consolidated Health
4. Recreation One Stop DOI HHS
Informatics (business case)
5. Eligibility Assistance Labor 5. Business Compliance
SBA
Online One Stop
6. International Trade Process
DOC
Streamlining
E-Authentication
Government to Government Internal Effectiveness and Efficiency
Managing Managing
Partner Partner
1. e-Vital (business case) SSA 1. e-Training OPM
2. e-Grants 2. Recruitment One Stop OPM
HHS
3. Disaster Assistance 3. Enterprise HR Integration OPM
FEMA 4. e-Travel GSA
and Crisis Response
5. Integrated Acquisition GSA
4. Geospatial Information DOI 6. e-Records Management NARA
One Stop 7. Payroll Processing OPM
5. Wireless Networks FEMA
4/6/2012 10
Our progress… WE ARE SEEING CHANGE
Cabinet Department and Agency Progress (16 Greens on Progress)
• Business Cases
• Modernization Blueprints/Architectures
• Security
Tangible Cross-Agency Results
• Firstgov: 3 clicks to service, search, etc., One of Yahoo’s 50 Most
Incredibly Useful Websites
• IT Strategy Drove FY03 IT Budget
• Office of Citizen Services
• Strategic Modernization Blueprints
• Deployments of E-Government Initiatives (21 in May-Sept)
• Collaboration Tool
• Cyber security (GISRA Baseline, New Committee, FedCIRC, etc)
• FEA Business Reference Model
• Innovation and Cross Agency Cooperation Success Stories
(GovBenefits >100 programs, USA Today endorsed;GOLEARN.gov)
• U.N. Rating: U.S. Number 1 in 4/6/2012
E-Government 11
So, is anyone here satisfied yet?
4/6/2012 12
E-Government Phase 2:
The Modern Enterprise
Citizens See Results: an order of magnitude improvement in the
federal government’s value to the citizen -- visibly better;
• Decisions in minutes or hours, not weeks
• No need for expensive help to make a government filing
• Businesses do not have submit the same date multiple times
• The Federal government can report immediately how much grant money goes
to a state or Congressional District, instead of taking two months
• State and local emergency personnel can team with federal agencies to more
quickly respond, with measurable savings of lives and property
• Citizens can review and respond to any proposed rule or regulation, without
needing a law degree
Government is noticeably more simple and responsive to citizens,
including security and privacy
Agencies use teamwork, versus wasting resources buying their
own version
4/6/2012 13
E-Government Phase 2 Requires
“Breakthrough Performance”
• A new level of performance, not
predictable based on past performance
• Outcomes are concrete, measurable, and
important to those affected by the
program or activity
• Requires a new way of thinking --
Focused on Problem Solving
Source: Jonathan Breul, March 2002
4/6/2012 14
In the Future: Breakthrough Performance Will
Be the Result of How We Manage Change
• Breakthrough thinking:
“The experience with pacesetters shows another, more
effective, path to change. Instead of beginning with denial,
they start with curiosity about the future…It can still take time
to get the business model right and remove barriers, but the
results tend to be bigger and bolder actions on more fronts,
laying the foundation for bigger returns.”
Rosabeth Moss Kanter, EVOLVE!, p.95
• Manage Change using innovation, not control
• Breakthrough Performance
– Leveraging technology to drive order of magnitude better
results in performance
– Focus on citizen, not agency needs
– Delivering on time, on budget, as promised
4/6/2012 15
Increasingly, E-government Provides
Collaboration and the Channel Needed to
better service citizen needs
Internal Business Operations Customer
relationships
Supplier •Personalization and
Enterprise Service Quality
relationships Resource
•Web-based access and
•e-procurement Management delivery channels
•Supply chain •Multi-channel
management Customer Relationship
Management
Enterprise Information
•Accessible to all
Management &
Integration (e.g. Portal)
Unifying Business & Infrastructure
Transformation
4/6/2012 16
Architecting Change: Government Processes and
Organization Structures Must Become Citizen-
centered, Not Agency Centered
Services to Citizens
Program Admin Compliance
Public Asset Management
Regulated Activity Approval
(On average 10 Cabinet Marketable Asset Management
Defense & Nat’l Security Ops
Consumer Safety
Environmental Management
Departments and Diplomacy & Foreign Relations
Law Enforcement
Disaster Management
Legal
agencies per Line of Domestic Economy
Revenue Collection
Education
Business) Energy Management
Trade (Import/Export)
Transportation
Insurance
Workforce Management
Public Health
Recreation & National Resources
Social Services
(On average 21 Cabinet R&D & Science
Departments and
agencies per Line of Support Delivery of Services
Legislative Management Controls and Oversight
Business) Business Management of Information Public Affairs
IT Management Internal Risk Management and Mitigation
Planning and Resource Allocation Federal Financial Assistance
(All 24 Cabinet Regulatory Management
Departments and
agencies per Line Inter- Agency Internal Operations/Infrastructure Intra- Agency
of Business) Human Resources Financial Management
Admin Supply Chain Management
Human Resources Financial Management
Admin Supply Chain Management
4/6/2012 17
Government Workers Will Rely on Real Time
Data and Collaboration to Do Their Jobs
Legacy LOB
Document Partner
Library Web Site
Apps Portal Software,
Security/Access/PKI,
APIs, OLAP, Advanced
Enterprise Data Search, KM tools
Integration File
Shares
3rd Party Tracking Team
Web Sites DB Web Site
(e.g., .gov,
Enterprise
.org, PTO,
EDGAR) Apps (ERP, etc)
Enterprise Application Integration
4/6/2012 18
What does this mean?
Users Must Have a Unified View of data and
Simple Business Processes In order to Reap
Benefits From E-Government
There are opportunities throughout the Information Value Chain: But
what are the binding constraints on better decisions?
Capture
Store
•Data Collection Improvements do not
Query necessarily affect results
Distribute • Data Sharing Problem Sometimes
Reflects too many conflicting Analysts or
Analyze Decisionmakers
Act •knowledge management tools improve
decisions, yielding better service, faster
and at lower costs
Learn
4/6/2012 19
11
Now, E-business Knowledge and Government
Expertise Are Needed to Create a Business Case
for Successful Initiatives
4/6/2012 20
Where is the Federal Government
Heading?
• Developing a modernization blueprint
– Component-based enterprise architecture that addresses the
business lines, data, information, and technology necessary to
meet our missions.
– CIO Council/OMB Analysis identifying internal/external
interrelationships and interdependencies at each layer
– Within and across departments
• Privacy and security are key components of this architecture
• Eliminate investments in redundant IT capabilities
• Unify and Simplify: Shared investments and process
integration to leverage common components in making
government citizen centered and driving results
– Common business functions
– Vertical or horizontal integration needed to perform
4/6/2012 21
Some Fundamentals for Our Success in
Applying Web Services
• Identify common functions, interdependencies,
interrelationships, and evaluate barriers to
information sharing
• Implement in a way that addresses both the
opportunities and risks of a “networked”
environment
• Leverage technologies to achieve benefits of
interoperability while protecting societal values of
privacy and intellectual property rights, etc.
4/6/2012 22
Key Web Services Opportunities Exist in
Integrating Related Functions and Reducing
Redundancy
Services to Citizens
Disaster Management Immunization Management Trade (Import/Export)
• Location of Assets • Vaccine Inventory • Cargo Receipts
• Predictive Modeling Results • Demand Forecasting • Stock Lookup
• Availability of Hospital Beds • Availability, Locations • Rejected Cargo
Support Delivery of Services
Strategic Planning Information Collection Project Planning
• Access to Capability • Weather, Geospatial Data • Remote Engineering
• Decision Support • Criminal Records • Real-time Monitoring
• Data Availability & Analysis • Labor, Census Stats • Access to IC / data
Internal Operations / Infrastructure
Financial Management Benefits / Grant Management Supply Chain Management
• Debt Collection • Benefit Availability • Demand Forecasting
• Payment Processing • Straight-thru Processing • Supplier/ Buyer Integration
• Collection, Reporting • Aggregate Reporting • Automated Order Processing
4/6/2012 23
Example “building block” approach to effectively
leverage disparate business services and
technologies
GovBenefits
(Eligibility Assistance Online)
Federal Enterprise Architecture Participating Agencies / Programs
150 Federal Benefit Programs
Business Reference Model (BRM)
Social Services FEMA - Disaster Housing Program VA - G.I. Bill
- Burial Services Individual / Family Grants Rural Rentals
- Housing Benefits Beneficiary Travel
DOL - Employment Service Veterans / Survivors
- Medical Services WIA Youth Activities
- Monetary Benefits
Component-Based Architecture
Application Capability Reference Model (ARM)
Content Management FirstGov.Gov
- Collaboration - Procurement
- Data Management - Financial
- Commerce - CRM Business Rules Engine CRM
- Search - Human Capital Mgmt
- Reporting - Logistics User Feedback
Data Management
- Analysis / Logic - Content Management Demographics
Technology Reference Model (TRM) Technologies Standards, Specifications
- Presentation - Data Management JRun Application Server http://www.java.sun...
- Business Logic - Graphics Enterprise Java Beans (EJB) http://www.javasun...
- Data Interchange - Security Java Server Pages (JSP) http://www.java.sun...
- Internet Platforms Oracle, JDBC SQL 92
Page 24 4/6/2012 24
Our Two-pronged Approach For Driving
Progress: Each Cabinet-level Department and
Agency is Rated Quarterly
• Agency E-government
Progress
– Modernization Blueprint --
Enterprise Architecture
– Business Cases -- Capital
Planning and Investment
Control
– IT Program Management
– IT Security
• Multi-agency E-Government
Initiative Involvement
4/6/2012 25
Key Upcoming Submittals for FY04 Budget
Decisions
• September 9: Budget Submission
• September 16: GISRA Agency
Assessments
• September 25: GPEA Report
• October 1: GISRA Plan of Action and
Milestones
4/6/2012 26
In Conclusion, Success Requires A
Passion for Solutions
• Measures of success linked to program
performance
• Successful Management of Change
Requires Innovation
• Transform: Unify and simplify around
customer needs
• Address chronic problems, don’t ignore
them, e.g.:
– Good ideas that lack proper security and business case
– Opportunities to leverage partially funded, redundant IT
initiatives to get full benefit
• Prevent focus on just Web enabling
4/6/2012 27
