Interior Enterprise Architecture (IEA) Presented by: Colleen Coggins Interior Business Architect October 8, 2003 INTERIOR ENTERPRISE ARCHITECTURE •Integration of CPIC and Architecture •OMB FEA Models – Exhibit 300s Part 11 – Purpose and Implications •DOI Enterprise Architecture Repository (DEAR) – What it means to You. 2 CPIC & Architecture: Why the Two Shall Meet…. WHAT HAS OMB TOLD FEDERAL AGENCIES? OMB Has A 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 One without the • Multi-agency E-Government Initiative Involvement other is a recipe for failure Source: Mark A. Forman, Associate Director for IT and E-Government (OMB) Briefing: Enterprise Architectures That Matter 3 Aligning IT Investments with Business Needs IT Investments: DOI Business E-GOV Priorities, Initiatives Goals & Outcomes Major System Development Strategic Plan Efforts Activity Based Costing (ABC), Infrastructure Business Functions, Provides Basis For Executive Decision Making Upgrades & Data Requirements and CPIC Guidance Enhancements 4 OMB FEA Models Purpose and Implications PERFORMANCE REFERENCE MODEL (PRM) Measurement Area Measurement Category Indicator 6 Agencies “Operationalize” PRM Indicators to reflect their Specific Environment Measurement Area Measurement Category Performance Indicator BRM Sub-function: Land Management • Number of mine-scarred land acres improved for Natural Resources • Water Resource Management beneficial use • Conservation, Marine and Land Management • Recreational Resource Management and Tourism. • Agricultural Innovation and Services DOI Strategic Plan 7 PRM: What Are the Implications? PRM An Automated Tool Exists to Gauge Performance Across The OMB budget examiners and Federal Government agency officials can use the PRM to for IT Investments Supporting evaluate cross-agency progress during “like” Functions. PART assessments. More specifically, the performance of agencies within the IMPLICATON: same BRM Sub-function can be compared The Best of Breed to identify best practices to improve lower-scoring programs. Will Lead Source: PRM Version 1.0 Volume 11 8 The Business Reference Model (BRM) Services for Citizens Homeland Security Public Asset Management Community and Social Services Regulated Activity Approval Marketable Asset Management Intelligence Operations General Science and Innovation Consumer Safety Defense & Nat’l Security Ops Services to Citizens International Foreign Relations Diplomacy & Affairs and Commerce Environmental Management Environmental Management Program Admin Disaster Management Compliance Law Enforcement Law Enforcement Legal Legal Domestic Economy Economic Development Revenue Collection Revenue Collection Education Workforce Management Trade (Import/Export) Energy Management Transportation National Resources On average 10 Cabinet Correctional Insurance Activities Workforce Management Transportation Public Health Health Departments and agencies per Line of Business Mode of Delivery Government Service Delivery Financial Vehicles Direct Services for Citizens Federal Financial Assistance Knowledge Creation and Management Credit and Insurance Public Goods Creation and Management Transfers to States & Local Gov’ts. Regulatory Compliance and Enforcement Web Telephone E-system Public/Private Intranet/ Face to Services -Voice Fax Mail to System Partnerships Portal Face -Interactive On average 21 Cabinet Support Delivery of Services Departments and agencies Legislative Management Controls and Oversight per Line of Business Business Management of Information Public Affairs IT Management, Regulator Management Internal Risk Management and Mitigation Planning and Resource Allocation Federal Financial Assistance All 24 Cabinet Inter-Agency Management of Government Resources Intra-Agency Departments and agencies per Line of Business Human Resources, Financial Management Admin Human Resources, Financial Management Admin Supply Chain Management Supply Chain Management 9 BRM: What Are the Implications? BRM An Automated Tool Exists to Gauge Functional Overlaps Collaboration and the elimination Across The Federal of unnecessary redundancy Government in IT is central to the FEA Investments. approach …if one collection of functions is IMPLICATON: IT Investments will be possible, it is preferred scrutinized to eliminate Source: BRM Version 2.0 redundancy. 10 The Service Reference Model (SRM) Service Layers The collection of business oriented service categories that align service / component capabilities to a level in which they support the objectives and performance of the business. 7 Service Layers Level of Granularity Service Types A collection of business-driven, service types (or categories) that assist the Service Layer in accomplishing of mission and/or performance objectives. 27 Service Types Service Components The collection of components and/or capabilities that support the Service Type. 143 Service Components 11 SRM: What Are the Implications? SRM A uniform framework exists for classifying The SRM is structured across horizontal Application Services to and vertical service domains that, promote component independent of the business functions, reuse across the Federal can provide a leverage-able Government. foundation to support the reuse of applications, IMPLICATON: IT application capabilities, Investments will be components, and business services. examined for building and leveraging re-usable Source: SRM Version 1.0 components to save $$$ 12 Technical Reference Model (TRM): Purpose and Implications TRM A uniform framework Provides a foundation to describe To advance re-use of the standards, specifications, technology and component services across the and technologies supporting Federal Government. the business (or Service) components IMPLICATONS: and e-Gov solutions. Technology Re-Use & Consolidated Federal Procurements. Source: TRM Version 1.1 13 DOI Enterprise Architecture Repository (DEAR) DEAR will integrate data across the DOI to Improve Overall Business & IT Decision Making. Security IT Invest Portfolio Enterprise Trust E-Gov Programs Mgmt. Architect. IT Spending/Ex. 53 OMB FEA DOI Strategic Plan DOI Enterprise Architecture Repository (DEAR) Activity Bus. Arch Based Rec. 1 Costing Data Arch. Stop Fire Bus. Trust C&A CPIC App. Arch. Re-Eng. Models Status Ex. 300s Geospatial Financial Tech. Arch. Trust 1 Mgmt. Bureau Archs. Inventory Stop Arch. 15 DOI Enterprise Architecture Repository (DEAR) Conceptual Meta-model BRM PRM Business Investment Architecture Area Investment Mission ABC Work Line of Activity Business Budget Data Strategic Intermediate Goals Goals Sub Function Business Phase Strategic Intermediate Case Level II Sub Three Outcomes Outcomes Function CPIC Data Work Activity System Architecture Process Step TRM SRM System Service Service Layer Access Deployment Architecture Subsystem Service Processing Service Type Framework Node System Service Service Location Component Platform Component Node Security Data Information Conceptual DRM Data Entity Attribute Asset Data Model 16 DOI Enterprise Architecture Repository (DEAR) • Provides an analytical tool that integrates business, architecture and investment artifacts for improved IT investment decision making. • Will be leveraged to develop Modernization Blueprints for Interior Lines of Businesses: – Identify Data Sharing Opportunities – Identify Systems with Functional Overlaps – Identify Gaps in Existing Capabilities for Achieving Strategic Objectives. – In FY-04, OCIO will develop modernization blueprints for key LOBs (e.g., Recreation, Law Enforcement, Indian Trust) • Bureaus will have a DOI-Wide View of Interior Systems and Investments in Relation to Strategic Outcomes, Business Functions, etc. – Promote multi-bureau collaboration to achieve cross-cutting solutions. – Promote multi-bureau collaboration to minimize redundancy in IT investments. 17 We will have traceability from our Strategic goals and objectives to the supporting functions, processes, data, application systems and technology. DOI Business Reference Model Sample Analyses: Reduce Functional Overlap in Interior’s IT Portfolio. DOI Performance Reference Model Sample Analysis: Identify “gaps” in Pre-populated DEAR meta-model ensure technology that uniformity across the DOI may hinder achievement of Strategic Goals and Outcomes 18 How can Line of Business (LOB) Manager “Mine” for DEAR for Opportunities • How do my IT investments support my Strategic Outcomes? • What investments/adjustments must I make to assure accomplishment of my Strategic Outcomes? • Why does the LOB portfolio have so many applications? – How are they related? • Are there cost sharing opportunities? • What re-engineered processes can I leverage in my bureau? • How is my investment different than other LOBs? 19 QUESTIONS - ???