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Bridging Strategy and Implementation…
…with Blueprints for the Future
… Enabling Decision Velocity …
… Rapid, Consistent, Strategic Decisions
Enterprise Architecture and its Alignment with Information
Management Disciplines
Government of
Alberta
Enterprise
Architecture
A presentation to the
Managing Information Assets in the Public Sector, Conference
Oct 29, 2004
Contents
Enterprise Architecture and its Alignment with
Information Management Disciplines
How does Information Management and
Records Management fit within an EA?
How can IM and RM contribute to a sound EA
and vice versa?
How can the IM, RM and Archives communities
learn about and use architecture concepts and
practices?
Other ways to build IT partnerships?
Page 2
Page 3
Page 4
Page 5
One Page Summary Of The GAEA
Architecture Requirements & Principles
GAEA Architecture GAEA
Requirements Principles
1. flexibility; 1. business enabler 25.evaluation criteria
2. common business activities; 2. scope 26.trust of privacy and
3. rapid, consistent decisions; 3. differing ITM solutions information
4. view of proposed investments; 4. asset sharing and integration 27.both privacy and access
5. connectivity; 5. reuse buy build obligations
6. access - anywhere, anytime, 6. less is more 28.purpose specification
any means; 7. proactive and innovative ITM solutions 29.collection limitation
7. data sharing; 8. defined and approved standards. 30.use limitation
8. collaboration; 9. ITM solution flexibility 31.data quality
9. uniformity & reduced diversity 10.asset life-cycle management 32.security safeguards
of ITM assets; 11.asset ownership 33.openness
10.industry-based standards; 12.ITM solution delivery process 34.access
11.integration; 13.data-of-record data is captured once, stored once 35.accountability
12.interoperability; 14.encapsulation of data 36.security is a business issue
13.security / privacy; 15.secondary data management 37.department’s accountability
14.electronic service delivery; 16.customization of acquired applications 38.security appropriate for value
15.leveraging of technology; 17.layered architecture and need
16.common/sharable assets and 18.component design 39.protective zones and layers
reuse; 19.application groups 40.changing threats and risks
17.solution performance; 20.defined methodology and consistent tools 41.capabilities to measure and
18.compliance. 21.consistent interface track
22.common client workstation 42.centralized
23.anywhere and anytime access 43.consistent and appropriate
24.robust, reliable, accepted, supported technology processes
Page 6
Definitions
Enterprise Architecture institutionalizes the use of
a powerful multistakeholder-supportive managerial
tool that systematically and holistically steers
Information and Communication Technology (ICT)
Solutions towards superior support of the business
mission and strategy of an organization
ICT Solution - the composition of ICT assets (application, data,
technology, processes and procedures) necessary to deliver a total
information solution to a defined business requirement. .
ICT Asset - any information, knowledge, capability, person, or thing
that is valuable to the ICT Management endeavor. For example, ICT
assets may include: architectures, methods, practices, skills, data,
applications, infrastructure, products, support staff.
Page 7
A Business Architecture describes the “business”
aspects of the enterprise, independent of technology
Business Mission, Vision, Strategy, Goals, Legislation,
Policies, Environmental Drivers, etc.
Business Architecture
Event
Process Process Process Process Process
Activity Activity Activity Activity Activity
Business Activities
Business Information
Processes
Component Inventory
Scheduling
Assortment
Shipping Planning AEI
Corporate
Yarn Buying Component
Knitting
Order Entry Yankee Saturn
Tagging & Group Group
Cash Packing
Management
Accounting Knits Yarn
Division Division
Component
Design
Yarn
Dyeing
Raleigh Seneca
Plant Plant
Business Locations Business Structure Business Roles
Page 8
Driven by the Business Architecture, the rest of the Enterprise Architecture
describes how Business will be supported by ICT. This Consists of a Number of
G AEA
G AEA
Strongly Interlinked “Architectural Neighbourhoods” or Domains
C o rp o rate S trateg yy
C o rp o rate S trateg
F inanc ial ial
F inanc ial
F inanc
F in an ce & P lan in g
F in an ce & P lan nn in g Planning & &
Planning &
Planning
R epor tingting
R epor ting
R epor
M anag e e
M anag e
M anag
H u m an R eso u rces
Labor
H u m an R eso u rces
Labor
Labor
C acts
C ontrontracts
C ontr acts
B u s in e ss
In fo rm atio n S ystem ss
B u s in e ss
In fo rm atio n S ystem
P u rch asin g & S p p ly
P u rch asin g & S uu p p ly
M arketin g
M arketin g ech n ical
TT ech n ical lyin g
FF lyin g CC u sto m er
u sto m er
C u sto m er
& S ales
& S ales O eratio n s
O pp eratio n s O eratio n s
O pp eratio n s SS ervice
ervice
S ervice
A rc h ite c tu re
A rc h ite c tu re
Per m m
for for
PerPerfor m for for
PerPerm m
Per for m
M anag e e
M anag e
M anag D evelop
D evelop
D evelop Plan
Plan Schedule
Schedule Service
Service Process
Process
Bas e e Plan Schedule Service Process
Bas e
Bas Bas e e
Bas e
Bas
C arg o o
C arg o
C arg oduc ts ts
Pr Pr oduc ts
Pr oduc C r ewsews
C rrews C r ewsews
C rrews R eservations
R eservations PAXPAX at
at
PAX at
C C R eservations
M aintenanc e e
M aintenanc e
M aintenanc M aintenanc e e
M aintenanc e
M aintenanc Air por ts ts
Air por ts
Air por
( A/C ) )) (c ontrontract)
((A/C
A/C (c act)
(c ontr act)
D evelop
D evelop D istr ibute
D istr ibute M anag e e
M anag e M anag e e
M anag e Process
Process
D evelop D istr ibute M anag M anag Process
hedules
ScSc hedules oduc ts
Pr Pr oduc ts M aintain ht
In - In - fli gfli g ht - of
D ay offlig ht ht
D ay ay - of - flig ht Bagg ag eag e
Sc hedules Pr oduc ts M aintain
M aintain In - fli g ht D -- - flig Bagg ag e
Bagg
Perform Line
Perform Line
Perform Line Ser vic e e O perper ations
Eng ines
Eng ines
Ser vic e
Ser vic O ations
O per ations
M aintenance Eng ines
M aintenance
M aintenance
M anag e e
M anag e M anag e e
M anag e M anag e e
M anag e
M anag M anag M anag
ency
AgAg ency Alliances
Alliances Air tpor t
Air por por t
Ag ency Alliances M aintain
M aintain M anag e e
M anag e Air
M aintain M anag
Sales
Sales C omponents M aterials te ms
SysSys te ms
Sales C omponents
C omponents M aterials
M aterials Sys te ms
& Ser vi ce ce
& Ser vi ce Oper ati onsons
Oper ati ons
& Ser vi Oper ati
M anag e e
M anag e M anag e e
M anag e
M anag M anag
Aer oplan
Aer oplan Airc raft Seat
Aer oplan Airc raft Seat
Airc raft Seat
Inventor y y
Inventor y
Inventor
U &
S ecu rity serP rivac y
U &
S ecu rity serP rivac y
Arch ite cture
Arc h ite ctu res
Arch re
Arc h ite ctu res
arket
M M arket Busi ness ans
Busi ness Pl Pl ans Insur eded Party
Insur Party Sponsor ing Org anization
Sponsor ing Org anization ospects
PrPr ospects
arket
M M arket Busi ness ans
Busi ness Pl Pl ans Insur eded Party
Insur Party Sponsor ing Org anization
Sponsor ing Org anization ospects
Pr Pr ospects
P OLIC Y Y
P OLIC
P OLIC Y Y
P OLIC
Insur ed Objects
Insur ed Objects Policy
Policy Insur ance oduc t
Insur ance PrPr oduc t Poli Fi Fi nanci als
Poli cycy nanci als
Insur eded Objects
Insur Objects Policy
Policy
fo
InIn fo
InIn fo
fo Insur ance oduc t
Insur ance PrPr oduc t Poli Fi Fi nanci als
Poli cycy nanci als
C lC l aim
aim
C lC l aim
aim
b b jects
O Ojects
b b jects
O Ojects
C laimant C lai m m
C laimant C lai Ser vice PrPrvi der s s
Ser vice o o vi der Producer
Producer oducer C C ompensation
PrPr oducer ompensation Business Par tners
Business Par tners
C laimant C lai m m
C laimant C lai Ser vice PrPrvi der s s
Ser vice o o vi der Producer
Producer oducer C C ompensation
PrPr oducer ompensation Business Par tners
Business Par tners
T hir d Par ties
T hir d Par ties Exter nal Ag enc ies
Exter nal Ag enc ies Leg & R R ecover y Actions
Leg al al & ecover y Actions T raining , Education, Advice
T raining , Education, Advice Inq uiruir ies
Inq ies
T hir d Par ties
T hir d Par ties Exter nal Ag enc ies
Exter nal Ag enc ies Leg & R R ecover y Actions
Leg al al & ecover y Actions T raining , Education, Advice
T raining , Education, Advice Inq uiruir ies
Inq ies
D ata
D ata
D ata
D ata
Ap p licatio n
Ap p licatio n Arch itec tu re
Arch itec tu re
Arch itec tu re
Arch itec tu re
Arch ite ctu re
Arch ite ctu re
Te ch n o lo g y
Te ch n o lo g y
A rc h ite c tu re
A rc h ite c tu re
Page 9
Business Activities/ Processes: sets of high-level activities the
enterprise performs to realise its business mission, strategies and
goals
Manage Service Manage
2 Entitlement Compliance
Business
Activity Manage Information
Administer EIM Repositories Determine
Capture Content Audit
Eligibility Compliance
Implement Technical Specifications
Business Business
Manage Collaboration Recognize Servic e
Activity Activity For Example… Conduct Surveillance
Manage Content Need
Manage Content Access Receive Required
Manage Metadata Needs Information Identify Violations
Business Business Business Business
Manage Official Records Assess Request Audit for effectiveness.
Activity Activity Activity Activity
Manage Reporting
Manage Search and Browse Accept/Reject Request
Manage Workflow Advise Requester
Organize Content
Publish Content
Enforce Rules/
Certify Customer
Regulations
Register Approved Determine/Select Avenue
Customer of Prosecution.
Purpose Issue Permit/ License Apply Penalties &
Provide a Common Business Language Maintain Registration
Consequences
Stable foundation for good Application design Information
Business
Facilitate streamlining and enterprise-wide sharing of Renew /Terminate Processes
Certification
Enable cross-views of the business
Page 10
Data Architecture: categories of strategic information the enterprise
needs to create and manage in order to realise its business strategy
1. Legislation information
2. Program Information
3, Service Information
4, Stakeholder Information Event
Administrative
5, Events For Example… Resource Event
Communication Administrative
5.1 Stakeholder Events Event Approval Event
5.2 Service Events Agreement
Stakeholder
Event
5.2.1 Service Requests Service Event
5.2.2 Assessments Service Request Assessment
5.2.3 Appeals Eligibility Compliance
Purpose Approval Enforcement
Provide a Common Business Language
Organise data to see business rules and relationships Registration Appeal
Provide a stable foundation for good database design
Vehicle for communication and ownership
Certification
Facilitate management of data redundancy and duplication
Support development of reusable components
Page 11
The GAEA AA defines a cross-departmental Application Portfolio which
describes 70 future state sharable Application Groups. This helps answer a
key ICT model question – what apps can be shared ?
Strategic Planning
Register Business
Plans
Application Groups - Primary Business Activities
Collaborate With Manage Performance
Stakeholders Manage Serv ice Perform Serv ice Deliv ery
Define Performance Plan & Entitlement
Stakeholder Measures Implement
Collaboration Serv ice Service
Provide Advice &
Manage Request Provide
Performance Tracking & Funding Counseling
Administrative
Legislation, Measurement Resource Management Case
Regulation & Policy Management Grant Management
Dev elopment Stakeholder Management
General Purpose
Applications Agreement & Registration
Governance Contract Payment Conduct Resource
Service Alberta Management Person Stewardship
Management Registration Tracking
Portal Stewardship
Service Organization Resource
Manage Program Survey Provider Registration Management
Management
Portfolio Selection Manage
Management Stakeholder in a Revenue
Progress Project Respond to Incidents
Tracking Management Role
Registration Revenue
Collection Manage and
Funding Modeling, Analysis Provider Monitor Incident
Allocation Forecasting
Manage Registration Response
Compliance
Customer Register
Administer Manage
Manage Program Dev elopment Registration Stakeholder
Compliance Appeals Incident
Maintain Programs Utilization
& Services Analysis Register and Incident
Register Stakeholder Manage Resource
Enforcement Certification & Appeals Management
Needs Analysis Community Decisions LIcensing
Profile System
Page 12
Security Zones group together Assets with similar security
requirements and levels or risk, while ensuring adequate
zone separation.
Demiltarized Internal Zone Highly
External Business Zone Zone Secure
(External Controlled) Zone
Business Public
Partners (External Uncontrolled) 3. Internal (DMZ & Sub-domain) Extra
Security
“Air Gap”
4. Highly Secure
Internal Users
Public Users Normal GoA Applications
Internet
Sub-Domain
Special
Requirement
An analogy can be drawn to the working of a bank which uses the “defense in depth” Security Strategy. The
public zone represents the lobby of a bank where anyone in the general public can access (during working hours)
and approach a teller to transact some business. The DMZ represents the bank “office” behind the teller wicket.
The Internal Zone represents the bank vault where the usual assets are stored. The Highly Secure Zone
represents the safety deposit boxes contained in the vault where additional security controls must be exercised
(additional keys, perhaps 2 keys from two different individuals) to access the high value assets
Page 13
What are “Operational Models”?
Views of the organizations “logical infrastructure”.
Describe how groups of Nodes can be deployed
to work together towards a common solution –
required by many.
Generally based on industry solution patterns.
“Blueprints” for design
GAEA defined 4 key Operational Models:
• Government to Public (G2P)
• Government to Internal (G2I)
• Government to External (G2X)
• Business Intelligence (BI)
Page 14
Government to Public (G2P) Operational ModelHighly Secure
Public Zone DMZ Internal Zone Zone
Content Corporate
Workflow Applications&
Management
Components
Web Load Balancer
Protocol Firewall
Domain Firewall
Web Corporate
Uncontrolled SSL Reverse Integration
Web Server Web Portal Application Operational
Client Proxy Server
Server
Internet
Database
Session State Departmental
Management All (3) Applications&
Applications& Components
Components
Enterprise Firewall
Directory Departmental
Domain Firewall
Operational
All (3)
Database
Operational
Meta Database
Directory Legacy/
Unique
Applications&
Components
Public Public Legacy/
Identification Coarse Unique
and Grained Operational
Authentication Authorization Database
GoA
Credential
Repository
Common Audit Data
Virus Collection
Protection & and Storage
Monitoring
Common Intrusion Detection & Monitoring
Systems
Page 15 Management
2. Enterprise Architecture Management Processes processes are
being integrated with the Project Solution Delivery Lifecycle
GAEA
Defin-
ition
GAEA
Vitality
Architecture Office GAEA
Commu
GAEA Assets nication
GAEA
Comp-
liance
Representative ITM Solution Delivery Lifecycle
Corporate Project Requirements Architecture Detailed Post
Business Initiation Analysis Definition Design Construction Implementation Implementation
Planning Review
Page 16
3. Transition Planning is a cyclical process that guides the orderly
evolution of the environment from current to future state
Strategic Gap Assessment Future State
GAEA
Corporate Strategy Financial
Finance & Planning Planning &
Reporting
Manage
Human Resources
Labor
Contracts
Information Systems
Purchasing & Supply
Marketing
& Sales
Technical
Operations
Flying
Operations
Customer
Service Business
Architecture
Perform Perform
Manage Develop Plan Schedule Service Process
Base Base
Cargo Products Crews Crews Reservations PAX at
Maintenance Maintenance
Airports
(A/C) (contract)
Develop Distribute Manage Manag e Process
Schedules Products Maintain In- flight -
Day of- flight Baggage
Perform Line
Engines Service Operations
Maintenance
Manage Manage Manage
Agency Alliances Maintain Manage Airport
Sales Components Materials Systems
& Service Operations
Manage Manage
Aeroplan Aircraft Seat
Inventor y
Current User
Security & Privacy
Architecture
Architectures
State Claimant
Market
Insured Objects
Claim
Clai m
Business Plans
Service Providers
Policy
Producer
Insured Party
Info
Sponsoring Organization
Objects
Prospects
Insurance Product
Producer Compensation
POLICY
Policy Financials
Business Partners
Third Parties External Agencies Legal & Recovery ActionsTraining, Education, Advice Inquiries
Data
Application Architecture
Architecture
Transition Plan Technology
Architecture
Over time the current state becomes the future state
Page 17
How can the IM, RM and Archives communities learn about and
use architecture concepts and practices?
Please feel free to share this URL, id and password with any government staff
who would like to see more details of Alberta's work.
1) the URL is: https://www.sharp.gov.ab.ca/
2) Login with:
id: ExternalReviewer.Gov
pw: Welcome456 (case sensitive)
3) Click the link in small font that says:
View Documents Specifically Restricted to This Id
4) From there you can
• do keyword searches, view documents, etc.
• visit the GAEA EA Toolset - this is a fun and interactive way
to become familiar with GAEA.
• view the calendar of upcoming offerings of GAEA training
and communications.
Page 18
Thank You for Listening!
Page 19
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Page 23
Always design a thing by considering it in its
next larger context:
- a chair in a room,
- a room in a house,
- a house in an environment,
- an environment in a city plan.
- Finnish Architect: Eero Saarinen
Page 24
Grouping GoA ICT Assets into three categories – Shared, Consistent, Unique,
according to their degree of sharing and commonality across the GoA, proved to
be a powerful GAEA approach.
Those assets that should be implemented
Those assets that don’t necessarily have
once for the GoA and shared by all.
to be widely shared across the GoA, but
• Corporate
must still be implemented consistently
• Standardized - i.e. GAEA-Compliant
across government, to deliver strategic • Centralized - located and managed
value. centrally (e.g. ACSC).
• Departmental
• Standardized - i.e. GAEA-Compliant
The rest. Not all assets are
Band 1 placed in the above
categories, only the ones
Shared which make the most business
sense to do so.
• Departmental
• Unique – I.e. not GAEA-
Band 2 Compliant and doesn’t
Consistent have to be (e.g.
noncompliance is justified
or due to legacy systems).
Band 3
Unique
When applied to business, data, applications, technology these categories help us think about the right
Page 25
overall approach to “finding the balance” between centralized and distributed model.
