DOI Enterprise-Wide Transition Plan by sgq12953

VIEWS: 68 PAGES: 51

									    Department of the Interior
   Enterprise Architecture (IEA)




DOI Enterprise Wide Transition Plan


             Version 1.0

              May 2005
                                                               Table of Contents
1.     EXECUTIVE SUMMARY .............................................................................................................. 1
2. OVERVIEW OF DEPARTMENT OF INTERIOR ENTERPRISE WIDE TRANSITION
PLAN .......................................................................................................................................................... 2
SECTION 1 DOI’S “AS-IS” AND CONCEPTUAL TARGET ARCHITECTURES............................ 4
3.     DEPARTMENT OF INTERIOR’S “AS-IS” ARCHITECTURE ................................................ 5
4.     DOI’S CONCEPTUAL TARGET ARCHITECTURE ................................................................. 8
5. CLOSING THE GAP BETWEEN DEPARTMENT OF INTERIOR’S “AS-IS” AND
CONCEPTUAL TARGET ARCHITECTURES. ................................................................................ 14
       5.1.1           Methodology for Business Transformation (MBT) ........................................................... 14
SECTION 2 DETAILED DISCUSSION OF THE INTERIOR ENTERPRISE WIDE TRANSITION
PLAN ........................................................................................................................................................ 16
6.     DISCUSSION OF BLUEPRINTS BEING IMPLEMENTED ................................................... 17
       6.1.1           Recreation Modernization Blueprint ................................................................................ 17
       6.1.2           Wildland Fire Modernization Blueprint ........................................................................... 20
       6.1.3           Law Enforcement Modernization Blueprint...................................................................... 22
       6.1.4           Financial Management Modernization Blueprint ............................................................ 24
7.     DISCUSSION OF BLUEPRINTS PROPOSED TO BE DEVELOPED ................................... 29
8.     DISCUSSION OF PMA E-GOV INTEGRATION ..................................................................... 33
9.     DISCUSSION OF DOI TECHNOLOGY INFRASTRUCTURE INITIATIVES .................... 37
10.  INTEGRATION POINTS WITHIN THE DOI ENTERPRISE WIDE TRANSITION
PLAN 39
       Federal Budget Cycle ....................................................................................................................... 39
       10.1.1 Enterprise Architecture Governance ................................................................................ 39
       10.1.2 Reference Model Update and Review Cycle ..................................................................... 40
11.        CONCLUSION ........................................................................................................................... 41
APPENDIX A: DEPARTMENT OF INTERIOR SEQUENCING PLAN....................................... 42




                                                                                i
                                                            Table of Figures
FIGURE 2-1. HIGH LEVEL DOI ENTERPRISE WIDE TRANSITION PLAN ........................................................ 3
FIGURE 3-1. “AS-IS” SYSTEM INTERFACE ARCHITECTURE FOR WILDLAND FIRE – JULY 2004 ................... 5
FIGURE 3-2. PERCENTAGE OF DOI SYSTEMS ASSOCIATED WITH EACH DOI BUSINESS AREA .................... 6
FIGURE 4-1. DOI CONCEPTUAL TARGET ARCHITECTURE ........................................................................... 9
FIGURE 4-2. RECOMMENDED SERVICE INSTANCES MAPPED TO DOI BUSINESS AREAS ............................ 10
FIGURE 4-3. RECOMMENDED SERVICE INSTANCES MAPPED TO DOI BUSINESS AREAS (CONTINUED)...... 11
FIGURE 4-4. RECOMMENDED SERVICE INSTANCES MAPPED TO DOI BUSINESS AREAS (CONTINUED)...... 12
FIGURE 4-5. RECOMMENDED SERVICE INSTANCES MAPPED TO DOI BUSINESS AREAS (CONTINUED) ...... 13
FIGURE 5-1. MODERNIZATION BLUEPRINT PROCESS ................................................................................. 15
FIGURE 6-1. MODERNIZATION BLUEPRINTS BEING IMPLEMENTED........................................................... 17
FIGURE 6-2. : RECREATION MODERNIZATION BLUEPRINT IMPLEMENTATION ........................................... 18
FIGURE 6-3. WILDLAND FIRE MODERNIZATION BLUEPRINT IMPLEMENTATION ....................................... 20
FIGURE 6-4. LAW ENFORCEMENT MODERNIZATION BLUEPRINT IMPLEMENTATION ................................. 23
FIGURE 6-5. FINANCIAL MANAGEMENT MODERNIZATION BLUEPRINT IMPLEMENTATION ........................ 25
FIGURE 6-6. PERCENTAGE OF DOI SYSTEMS ASSOCIATED WITH EACH DOI BUSINESS AREA (FY04
    BLUEPRINTS ARE HIGHLIGHTED) ........................................................................................................ 27
FIGURE 6-7. MAJOR INVESTMENT ALIGNMENTS WITH FY-04 MODERNIZATION BLUEPRINTS AND OTHER
    TRANSFORMATIONAL INITIATIVES ..................................................................................................... 28
FIGURE 7-1. MODERNIZATION BLUEPRINTS PROPOSED TO BE DEVELOPED .............................................. 29
FIGURE 7-2. MBT STEPS FOR DEVELOPING A MODERNIZATION BLUEPRINT............................................. 30
FIGURE 7-3. PERCENTAGE OF DOI SYSTEMS ASSOCIATED WITH EACH DOI BUSINESS AREA (FY05-06
    BLUEPRINTS ARE HIGHLIGHTED) ........................................................................................................ 31
FIGURE 7-4. MAJOR INVESTMENTS ASSOCIATED WITH FY2005-FY2006 BLUEPRINT DEVELOPMENTS.... 32
FIGURE 8-1. MODERNIZATION BLUEPRINTS MAPPED TO PMA E-GOV INITIATIVES ................................. 34
FIGURE 8-2. PMA E-GOVERNMENT INTEGRATION .................................................................................... 35
FIGURE 8-3. DOI AND BUREAU INVESTMENTS TO PMA E-GOVERNMENT INITIATIVES ............................. 36
FIGURE 9-1. DOI TECHNOLOGY INFRASTRUCTURE INITIATIVES ............................................................... 38
FIGURE 10-1. FEDERAL BUDGET CYCLE ................................................................................................... 39
FIGURE 10-2. ENTERPRISE ARCHITECTURE GOVERNANCE ........................................................................ 40
FIGURE 10-3. REFERENCE MODEL UPDATE AND REVIEW CYCLE.............................................................. 40

                                                            Table of Tables
TABLE 6-1. RECREATION MODERNIZATION BLUEPRINT RECOMMENDATIONS MAPPED TO THE DOI
    STRATEGIC PLAN ............................................................................................................................... 19
TABLE 6-2. WILDLAND FIRE MODERNIZATION BLUEPRINT RECOMMENDATIONS MAPPED TO THE DOI
    STRATEGIC PLAN ............................................................................................................................... 21
TABLE 6-3. LAW ENFORCEMENT MODERNIZATION BLUEPRINT RECOMMENDATIONS MAPPED TO THE DOI
    STRATEGIC PLAN ............................................................................................................................... 24
TABLE 6-4. FINANCIAL MANAGEMENT MODERNIZATION BLUEPRINT RECOMMENDATIONS MAPPED TO THE
    DOI STRATEGIC PLAN ....................................................................................................................... 26




                                                                         ii
1. Executive Summary
Throughout the Federal government there is much discussion of transformation. Government
transformation is being influenced by the President’s Management Agenda (PMA), legislative changes,
judicial judgments, social and economic trends and security concerns. These influencers serve as key
drivers that often require business transformation. At the Department of the Interior (DOI), enterprise
architecture (EA) is used as a mechanism to transform Interior’s business processes and information
technology (IT) systems and investments towards an optimized state. That is, EA is increasingly being
leveraged as a structured method of analysis for improving mission performance.
The award winning Interior Enterprise Architecture (IEA) program has taken the power of this
structured planning approach to new levels of effectiveness. Through a comprehensive approach and
supporting tools (e.g., Methodology for Business Transformation (MBT), DOI Enterprise Architecture
Repository (DEAR), etc.), the IEA program has lead the development and implementation of
modernization blueprints that are aimed at improving processes and information sharing, reducing
redundant IT systems and serving as a key enabler in guiding business transformation within DOI.
Through these continuous improvements, as well as its on-going blueprint creation and implementation
initiatives, the IEA program has been increasingly recognized as a leader in producing results or
“Actionable Architecture” that improve performance.
The IEA is the largest single contributor to business transformation within DOI. In compliance with the
IEA there are other transformation initiatives within DOI that are also shaping the future state. When all
of the transformation initiatives are viewed as a whole at the enterprise level, it is apparent that waves of
changes are sweeping over DOI’s business and technology communities. Overall, DOI is actively
taking guidance from the President’s Management Agenda, e-Government circulars and legislation, and
most importantly the requirements of its wide and diverse customer base in order to shape a more
efficient organization that most effectively supports the execution of Interior’s mission.
This document describes the following:

      Interior’s “as-is” and conceptual target architectures,
      approach for closing the gap between the “as-is” and target architectures (Note: Refer to the DOI
       Conceptual Architecture, a companion document to this DOI Transition Strategy, for a more-
       detailed discussion on this approach, supporting governance structure and over-arching EA
       principles.)
      high-level discussion of business and infrastructure transformation projects underway and
       planned that are aimed at improving Interior’s mission performance,
      high-level sequencing plan of transformational projects and initiatives.




                                                      1
2. Overview of Department of Interior Enterprise Wide Transition Plan
The DOI Transition Strategy provides a structured approach for closing the gap between Interior’s
current or “as-is” architecture and its conceptual target architecture. This approach is supported by a
structured methodology and supporting tools (e.g., DEAR) highlighted in this document and more fully
described in the DOI Conceptual Architecture document. Collectively these elements are leveraged to
improve Interior’s mission performance through business transformation and ensure effective alignment
of the underlying IT investment portfolio.
Although this document portrays Interior’s conceptual target architecture, Interior is rapidly turning this
“concept” into “reality” as evidenced by the number of transformational projects underway and planned.
By taking an “Actionable” approach to enterprise architecture (EA), Interior has developed
modernization blueprints for key business areas. These blueprints provide a roadmap to reduce
redundant information systems, identify gaps in Interior’s portfolio and identify shareable services that
can be leveraged across multiple business areas, among other performance-improving recommendations.
This document discusses the current and planned transformational projects resulting from Interior’s
modernization blueprint efforts and IT infrastructure modernization initiatives.
It’s important to note the strategy described herein has been successfully proven as demonstrated by
DOI’s creation and on-going implementation of modernization blueprints which are summarized in this
document. The recommendations from these blueprints result in activities and projects that when
implemented close the gap between Interior’s “as-is” architecture and its envisioned target state. These
transformational activities and projects are encompassed within Interior’s Sequencing Plan (See
Appendix A). After modernization blueprints are approved by Interior’s IT Investment Review Board
(IRB), implementation activities are monitored to gauge status and progress towards closing the gap
between the “as-is” and target architectures.
This document is divided into two main sections:

      DOI’s “As-Is” and Conceptual Target Architectures: This section discusses these two
       architecture states and provides Interior’s approach for systematically closing the gap between
       them. In addition this section highlights the recurring cycles (e.g., budget formulation, CPIC
       processes) that occur during the course of any given fiscal year that support or control the
       evolution of the change events or the architecture program.

      Detailed Discussion of the Interior Enterprise Wide Transition Plan: This section highlights the
       existing and planned projects that are affecting change within DOI. It includes the mission-
       focused FY2004 modernization blueprints that are currently being implemented as well as the
       FY2005-FY2006 modernization blueprints that are planned/under development. This section
       also includes DOI’s integration with the Federal e-Government initiatives and DOI’s technology
       infrastructure modernization initiatives. Finally, the section discusses the recurring cycles (e.g.,
       federal budget cycle) that influence and support the IEA. Figure 2-1 depicts the high-level DOI-
       wide transition plan which is further detailed in the Sequencing Plan provided in Appendix A).




                                                     2
Figure 2-1. High Level DOI Enterprise Wide Transition Plan




                            3
Section 1 DOI’s “As-Is” and Conceptual Target Architectures
Section discusses the “as-is” and conceptual architecture states and provides Interior’s approach for
systematically closing the gap between them. In addition this section highlights the recurring cycles
(e.g., budget formulation, CPIC processes) that occur during the course of any given fiscal year that
support or control the evolution of the change events or the architecture program.




                                                    4
3. Department of Interior’s “As-Is” Architecture
Interior’s “as-is” or current state architecture can be described from various perspectives. For example,
from a business architecture standpoint, one can describe the functions, activities and processes
currently performed throughout the Department. Other perspectives include: data and information
exchange architectures, technology architecture,
and systems architecture. An example of “as-
is” system interface architecture for an Interior
business area is shown in Figure 3-1. Each of
these architectures is dynamic in nature. As
new systems are deployed and legacy systems
are decommissioned the “as-is” architecture
changes. In addition, as processes are re-
engineered, Interior’s business and information
architectures are affected. Therefore, the “as-
is” architecture from any of these viewpoints is
just a snapshot in time. And, for an
organization as large, complex and diverse as
the DOI, this snapshot changes rapidly.
                                Figure 3-1. “As-Is” System Interface Architecture for Wildland Fire – July 2004
Despite the continual changes to Interior’s “as-is” architecture, it’s important to describe and view
snapshots of its current state from the various perspectives described above. The phrase “A picture is
worth a thousand words.” also applies to EA. A clear depiction of the current state is necessary to
adequately determine the envisioned target architecture and perform analyses to close the gap between
the two. Due to the complexity and rapid changes to Interior’s EA, it’s imperative to have an automated
means to describe and update the current state of Interior’s EA. The DOI Enterprise Architecture
Repository (DEAR) provides Interior with this ability.
DEAR is the authoritative source of Interior’s IT systems inventory and EA artifacts. Each DOI bureau
has its own repository or Bureau EA Repository (BEAR) which aggregates up to the DEAR for a
comprehensive Interior-wide architectural view. Currently, approximately 900 systems are collectively
housed within the DEAR and BEARs. The following reference models are contained in DEAR and are
updated regularly as conditions change and/or new information is gathered.

      DOI Performance Reference Model
      DOI Business Reference Model
      DOI Data Reference Model
      DOI Service and Technology Reference Models

Over 100 “canned” reports have can be created to describe Interior’s “as-is” architecture which can be
readily extracted from the DEAR/BEARs. These reports are geared towards supporting various
stakeholder analytic needs (e.g., business executives, program managers, CIOs, architects, system
developers, etc.). Some of the questions a stakeholder can retrieve answers to which portray Interior’s
“as-is” architectural state include:

      Which systems support the accomplishment of specific strategic outcomes, per the DOI Strategic
       Plan, in my program area?
      What functions are supported by the systems in my bureau?

                                                      5
      Are their other systems throughout the Department that support the same/similar functions?
      What is the prevalent relational database management system (RDBMS) product (e.g., Oracle)
       used throughout Interior?
      What other technologies are prevalent throughout DOI that may serve as good candidates for
       establishing enterprise contract agreements?
      Based on the OMB Service Reference Model, what service components are being employed
       specific to each system?

Another important view of Interior’s “as-is” architecture is the percentage of systems mapped to major
business areas performed within Interior. Figure 3-2 graphs the percentage of “DOI-Tracked Systems”
(in the DEAR inventory) that are attributed to each DOI business area at the time of the publication of
this document (May 2005). A DOI-Tracked System is a system that falls in one or more of the
following categories:

      Indian Trust Systems
      Major Applications
      Financial Management Systems
      General Support Systems
      Other systems associated with
           o Major IT investments – Exhibit 300s
           o Non-Major IT investments – Exhibit 300-1s

                                   40%
        % of DOI Systems in DEAR




                                   35%

                                   30%

                                   25%

                                   20%

                                   15%

                                   10%

                                   5%

                                   0%
                                                                                                                                                                                                              Minerals Access and Use




                                                                                                                                                                                                                                                                                                                                                                                                                                           Hydropower Generation
                                                                                                                                                                                                                                                                                                                                                            Energy Access and Use
                                                                                                                                                                                                                                                      Land Management
                                         Financial Management




                                                                                                                                                                                                                                                                                                                                                                                    Forage Access and Use

                                                                                                                                                                                                                                                                                                                                                                                                            Forest Products Access & Use
                                                                                                                                                                                                                                        Air Quality
                                                                                Recreation Delivery




                                                                                                                                                                                    Geospatial Services
                                                                                                                                                                 Water Management




                                                                                                                                                                                                                                                                        Research and Applied Science



                                                                                                                                                                                                                                                                                                                            Heritage Resources Protection
                                                                                                                        Human Resources

                                                                                                                                          Trust Responsibility




                                                                                                                                                                                                                                                                                                       Species Protection
                                                                                                      Law Enforcement
                                                                Wildland Fire




                                     Figure 3-2. Percentage of DOI Systems Associated with Each DOI Business Area
In this context, the term “business area” is used loosely with regards to the OMB definition as applied in
the federal Business Reference Model (BRM). Although DOI is following the OMB BRM taxonomy,
Interior has logically grouped its major functional areas as described in the above figure to effectively


                                                                                                                                                                                                          6
address blueprint development efforts. However, Interior’s business areas are associated to the OMB
BRM taxonomy within DEAR ensure alignment with the Federal Enterprise Architecture (FEA).
It is also important to note that each of the business areas above can be broken down into more granular
functions, processes and activities as described in the DOI BRM. It is important to have a robust
understanding of Interior’s business architecture and how its investments and systems align with this
model. For example, in the case of the Wildland Fire business area, supporting functions/activities (e.g.,
fuels treatment, wildland fire prediction, incident response, etc.) are described in DOI’s BRM. When IT
systems and investments are associated with this more detailed business architecture, DOI can ascertain
a clearer view of the role each IT investment/system plays in the fulfillment of the functions
encompassed within that business area. To view the current DOI BRM visit
www.doi.gov/ocio/architecture.




                                                    7
4. DOI’s Conceptual Target Architecture
The DOI Conceptual Target Architecture is organized around five services areas that are in alignment
with the Federal Enterprise Architecture (FEA) Technical Reference Model (TRM). Specifically, the
five service areas within the DOI Conceptual Target Architecture are aligned with the component
framework level within the FEA TRM.
The alignment with the TRM is done for two reasons. First, the IEA program is consistent in its
approach of aligning to the FEA and leveraging the existing FEA taxonomy in order to facilitate inter-
Agency enterprise architecture (EA) communications. DOI, with its wide array of mission areas, is
actively in communications and partnerships with other Federal Agencies such as the Departments of
Agriculture, Commerce, and Treasury. The second reason for the FEA TRM alignment is that although
DOI’s Conceptual Target Architecture leverages a services approach to architecture, services are
mapped to the technologies in the DOI TRM. As a result, the DOI TRM is used in conjunction with the
Conceptual Target Architecture in order to move from architecture into the implementation steps within
the DOI Methodology for Business Transformation.
Figure 4-1 illustrates the DOI Conceptual Target Architecture and the identified service instances that
have resulted from the modernization blueprint initiatives in FY2004. Each of the colored blocks
represents one of the five DOI services areas that also map to the FEA TRM. These services areas are:

      Presentation and User Interface Services: This is the layer that provides the end user with an
       interface into the DOI applications.
      Business Logic Services: This is the layer that includes the logic or rules of the DOI business
       areas. Specifically, this would be items like business rules and data manipulation rules.
      Data Interchange Services: This is the layer that includes the access methods and standards so
       that applications can get access to DOI’s stored data.
      Data Management Services: This is the layer that manages the storage and retrieval of DOI
       information. Specifically, this includes items such as databases.
      Security Services: This is the layer that manages the entry and rights of users who wish to access
       DOI applications.

Also in Figure 4-1 are the service instances that have been identified through the Modernization
Blueprint initiatives in FY2004. Each of the 26 white blocks is a service instance, which means an
actual service that has been recommended for implementation as a result of IEA’s analysis efforts.




                                                    8
                              Figure 4-1. DOI Conceptual Target Architecture


Each of the 26 service instances in Figure 4-1 have been recommended since they can be highly reused
with the 20 DOI business areas. Figure 4-2 - Figure 4-5, show the mappings between the 26 service
instances and the 20 DOI business areas. It is important to note that the business areas that have been
studied in FY2004 (Financial Management, Wildland Fire, Law Enforcement, and Recreation) have
published blueprints that refer to the use of these service instances. The remaining 16 DOI business
areas have been mapped to the 26 service instances as possible business areas that could leverage the 26
service instances. As IEA progresses through its analysis of the DOI business areas, these mappings
will become more concrete as they evolve into official modernization blueprint recommendations and
implementations.




                                                    9
                                                            Air Quality   Energy Access and Use    Financial Management   Forage Access and Use   Forest Products Access & Use
Data Interchange Services
Facilities Information Access Service                                                                   PROVIDER
Recreation Reservations Information Access Service
Active Fire Status Information Access Service                   X                                                                   X                          X
Customer Information Access Service                                                 X                   PROVIDER                    X                          X
Recreation Financials Information Access Service                                                           X
Facilities Accessibility Information Access Service                                                     PROVIDER
Trails Information Access Service
Rivers Information Access Service
Weather Information Access Service                              X                                                                   X
Land Planning Information Access Service                                            X                                               X                          X
Land Use Recreation Metrics Information Access Service
Cultural Resources Information Access Service

Geospatial Services
Geospatial Metadata Management Service                          X                   X                       X                       X                          X
Geospatial Metadata Cataloging Service                          X                   X                       X                       X                          X
Geospatial Metadata Publishing Service                          X                   X                       X                       X                          X
Geospatial Discovery Service                                    X                   X                       X                       X                          X
Geospatial Data Access Service                                  X                   X                       X                       X                          X
Geospatial Commercial Data Provider Services                    X                   X                       X                       X                          X

Business Logic Services
Portal and Content Management Services                          X                   X                       X                       X                          X
Workflow Services                                               X                   X                       X                       X                          X
Forms Services                                                  X                   X                       X                       X                          X
Recreation Permitting Service

Presentation and User Interface Services
Directory Service                                               X                   X                       X                       X                          X
Network Service                                                 X                   X                       X                       X                          X
Authentication Service                                          X                   X                       X                       X                          X

                                                         Figure 4-2. Recommended Service Instances Mapped to DOI Business Areas




                                                                                              10
                                                         Geospatial Services   Heritage Resources Protection   Human Resources   Hydropower Generation   Information Technology
Data Interchange Services
Facilities Information Access Service                            X                          X                                             X
Recreation Reservations Information Access Service                                          X
Active Fire Status Information Access Service                                               X                                             X
Customer Information Access Service
Recreation Financials Information Access Service
Facilities Accessibility Information Access Service                                         X                                             X
Trails Information Access Service                                                           X
Rivers Information Access Service                                                           X                                             X
Weather Information Access Service                                                          X
Land Planning Information Access Service                                                    X                                             X
Land Use Recreation Metrics Information Access Service                                      X
Cultural Resources Information Access Service                                            PROVIDER

Geospatial Services
Geospatial Metadata Management Service                        PROVIDER                      X                                             X
Geospatial Metadata Cataloging Service                        PROVIDER                      X                                             X
Geospatial Metadata Publishing Service                        PROVIDER                      X                                             X
Geospatial Discovery Service                                  PROVIDER                      X                                             X
Geospatial Data Access Service                                PROVIDER                      X                                             X
Geospatial Commercial Data Provider Services                  PROVIDER                      X                                             X

Business Logic Services
Portal and Content Management Services                           X                          X                         X                   X                    PROVIDER
Workflow Services                                                X                          X                         X                   X                    PROVIDER
Forms Services                                                   X                          X                         X                   X                    PROVIDER
Recreation Permitting Service                                                                                                                                  PROVIDER

Presentation and User Interface Services
Directory Service                                                X                          X                         X                   X                    PROVIDER
Network Service                                                  X                          X                         X                   X                    PROVIDER
Authentication Service                                           X                          X                         X                   X                    PROVIDER

                                               Figure 4-3. Recommended Service Instances Mapped to DOI Business Areas (continued)




                                                                                            11
                                                         Insular Economics   Land Management   Law Enforcement   Minerals Access and Use   Recreation Delivery
Data Interchange Services
Facilities Information Access Service                           X                   X                 X                       X                    X
Recreation Reservations Information Access Service              X                   X                 X                                         PROVIDER
Active Fire Status Information Access Service                   X                   X                 X                       X                    X
Customer Information Access Service                             X                                     X                       X                    X
Recreation Financials Information Access Service                X                  X                                                            PROVIDER
Facilities Accessibility Information Access Service             X                  X                  X                       X                    X
Trails Information Access Service                               X                  X                  X                                            X
Rivers Information Access Service                               X                  X                  X                                            X
Weather Information Access Service                                                 X                  X                                            X
Land Planning Information Access Service                        X               PROVIDER              X                       X                    X
Land Use Recreation Metrics Information Access Service                             X                  X                                         PROVIDER
Cultural Resources Information Access Service                                                                                                      X

Geospatial Services
Geospatial Metadata Management Service                          X                   X                 X                       X                    X
Geospatial Metadata Cataloging Service                          X                   X                 X                       X                    X
Geospatial Metadata Publishing Service                          X                   X                 X                       X                    X
Geospatial Discovery Service                                    X                   X                 X                       X                    X
Geospatial Data Access Service                                  X                   X                 X                       X                    X
Geospatial Commercial Data Provider Services                    X                   X                 X                       X                    X

Business Logic Services
Portal and Content Management Services                          X                   X                 X                       X                    X
Workflow Services                                               X                   X                 X                       X                    X
Forms Services                                                  X                   X                 X                       X                    X
Recreation Permitting Service                                                                                                                      X

Presentation and User Interface Services
Directory Service                                               X                   X                 X                       X                    X
Network Service                                                 X                   X                 X                       X                    X
Authentication Service                                          X                   X                 X                       X                    X

                                         Figure 4-4. Recommended Service Instances Mapped to DOI Business Areas (continued)




                                                                                  12
                                                         Research and Applied Science   Species Protection   Trust Responsibility   Water Management   Wildland Fire
Data Interchange Services
Facilities Information Access Service                                                                                 X                    X                X
Recreation Reservations Information Access Service                    X                         X                                                           X
Active Fire Status Information Access Service                                                   X                                          X             PROVIDER
Customer Information Access Service
Recreation Financials Information Access Service
Facilities Accessibility Information Access Service                                                                   X                    X                X
Trails Information Access Service                                                               X                     X                                     X
Rivers Information Access Service                                                               X                     X                    X                X
Weather Information Access Service                                                                                                                          X
Land Planning Information Access Service                                                        X                     X                    X                X
Land Use Recreation Metrics Information Access Service                                          X                                                           X
Cultural Resources Information Access Service                                                                                                               X

Geospatial Services
Geospatial Metadata Management Service                                                          X                     X                    X                X
Geospatial Metadata Cataloging Service                                                          X                     X                    X                X
Geospatial Metadata Publishing Service                                                          X                     X                    X                X
Geospatial Discovery Service                                                                    X                     X                    X                X
Geospatial Data Access Service                                                                  X                     X                    X                X
Geospatial Commercial Data Provider Services                                                    X                     X                    X                X

Business Logic Services
Portal and Content Management Services                                X                         X                     X                    X                X
Workflow Services                                                     X                         X                     X                    X                X
Forms Services                                                        X                         X                     X                    X                X
Recreation Permitting Service

Presentation and User Interface Services
Directory Service                                                     X                         X                     X                    X                X
Network Service                                                       X                         X                     X                    X                X
Authentication Service                                                X                         X                     X                    X                X

                                          Figure 4-5. Recommended Service Instances Mapped to DOI Business Areas (continued)




                                                                                   13
5. Closing the Gap between Department of Interior’s “As-Is” and Conceptual
   Target Architectures.
DOI’s approach to closing the gap between its “as-is” and Target Architectures is through the
development and implementation of modernization blueprints or “segment architectures” for its business
areas. DOI has developed a structured methodology for creating, implementing and maintaining
blueprints through its Methodology for Business Transformation (MBT). Although the MBT and it’s
relation other IEA program elements (e.g., governance structure, DEAR) are highlighted in this section,
these elements are more fully described in the DOI Conceptual Architecture document. The DOI
Conceptual Architecture document is a companion document to this document, DOI Transition Strategy.
Collectively these two documents describe:

      Interior’s Conceptual Architecture Principles,
      Interior’s IT Governance Structure,
      Interior’s “As-Is” and Conceptual Target Architectures,
      Interior’s strategy for closing the gap between its “As-Is” and Target Architectures,
      Specific business transformation projects that are actively closing the gap between Interior’s
       “As-Is” and Target architectures,
      Accompanying sequencing plan (see Appendix A) which outlines the major activities and
       projects that migrate Interior to its envisioned target state.

   5.1.1       Methodology for Business Transformation (MBT)
The MBT is DOI’s approach for transforming enterprise systems from their current state to a planned
target state. The MBT provides a proven and repeatable process for optimizing Interior’s mission
performance and ensuring the effective alignment of IT investments and systems towards accomplishing
DOI’s business goals and objectives. Founded on the premise that EA is primarily about business
transformation, the MBT features a structured process and toolset to deliver an “actionable architecture”.
The MBT addresses all dimensions of a business area including its stakeholders, strategic goals and
objectives, processes, and supporting IT investments.
The MBT consists of analytic and implementation steps related to business modernization (see Figure
5-1). A full description of the MBT and supporting templates can be found on Interior’s EA website at
www.doi.gov/ocio/architecture.
The MBT is supported by a robust governance structure. Decision gates are integrated into the MBT
which call for active participation of DOI’s IT governance teams to ensure EA alignment. For example,
between major steps in the MBT, there are review activities and acceptance decisions that must be
adhered to in order for the analysts to move to the next MBT step. These review and acceptance
decisions are led by the appropriate DOI governance bodies to ensure appropriate levels of oversight and
compliance. Ultimately, the final blueprints are presented to the DOI Investment Review Board (IRB)
for approval. Once approved, these blueprints guide Interior’s IT investment decision making for the
respective business area.




                                                    14
        Create the
         Blueprint
       (6-12 months)




     Implement
       Business
 Transformation
          (1-5 years)



        Maintain
     Architecture
        (continuous)




                                Figure 5-1. Modernization Blueprint Process
IRB approved blueprints are reconciled back into the enterprise-view of Interior’s EA. This
reconciliation provides a Departmental portrayal of technologies, services, systems, and information
sharing that span multiple business areas.
Interior’s Conceptual Architecture Principles guide the modernization blueprint development process to
ensure enterprise-wide alignment. These principles are fully discussed in DOI’s Conceptual
Architecture document and provide over-arching guidance to ensure EA alignment. Since DOI is a
very complex and diverse organization that spans multiple business areas, these principles should be
leveraged by key stakeholders (e.g., system-owners, developers, project managers, etc.) to ensure
continual alignment with the IEA. In addition, business areas that have not undergone blueprint
development should use these principles when acquiring/developing IT solutions within DOI.




                                                    15
Section 2 Detailed Discussion of the Interior Enterprise Wide Transition Plan
This section highlights the existing and planned projects that are affecting change within DOI. It
includes the mission-focused FY2004 modernization blueprints that are currently being implemented as
well as the FY2005-FY2006 modernization blueprints that are planned/under development. This section
also includes DOI’s integration with the Federal e-Government initiatives and DOI’s technology
infrastructure modernization initiatives. Finally, the section discusses the recurring cycles (e.g., federal
budget cycle) that influence and support the IEA. Figure 2-1 depicts the high-level DOI-wide transition
plan which is further detailed in the Sequencing Plan provided in Appendix A).




                                                     16
6. Discussion of Blueprints Being Implemented
Fiscal Year 2004 (FY-04) was a landmark year for the IEA as the first four modernization blueprints
were completed. These blueprints have entered the implementation stage of business transformation.
Figure 6-1 illustrates the high level timeline of these implementations.




                          Figure 6-1. Modernization Blueprints Being Implemented


   6.1.1      Recreation Modernization Blueprint
Recreation Modernization Blueprint and Implementation Projects: The Recreation Modernization
Blueprint and supporting implementation activities and projects span several facets of the recreation
functions within DOI and its bureaus. The blueprint defines a collection of recommendations that
improve services to citizens and business partners (e.g., state and local recreation entities, private
recreation-related companies). These recommendations are aimed at providing more robust services in
the following areas: recreation information delivery, recreation reservations, recreation permits
management, and land use metrics. Additionally, the blueprint defines recommendations that are
oriented towards optimizing the management of government resources. Specifically, these efficiency
oriented recommendations include the elimination of redundant systems, the establishment of data
sharing relationships to eliminate duplicate data collection and storage, continual evolvement of the
Recreation XML schema for seamless sharing of recreation data, and the use of business process
reengineering techniques to standardize and streamline supporting business processes such as recreation
permitting.
Figure 6-2 depicts the segment of the DOI Sequencing Plan that is associated with the Recreation
Modernization Blueprint Implementation. For more detail on the Recreation Modernization Blueprint
please visit: http://www.doi.gov/ocio/architecture/modblu/recreation/know.htm




                                                   17
                       Figure 6-2. : Recreation Modernization Blueprint Implementation
Recreation Modernization Blueprint Recommendations to the DOI Strategic Plan: In keeping with
the strategic direction of the enterprise, the IEA architects maintain mappings of modernization blueprint
recommendations back to the DOI Strategic Plan. This mapping provides a “line of sight” between each
recommendation and the performance objectives identified in DOI’s Strategic Plan. These mappings
serve as partial justification for the recommendations and ensure that the overall business transformation
is in line with the enterprise strategic intent. Table 6-1 illustrates the relationships between the
recommendations in the Recreation Modernization Blueprint and the DOI Strategic Plan.




                                                     18
             Table 6-1. Recreation Modernization Blueprint Recommendations Mapped to the DOI Strategic Plan
                   Recreation Blueprint                                                                                              DOI Strategic Plan
                                                            Specific
                       Issue                            Recommendations                        Recreation and Management Excellence                                  Presidents Management Agenda
                                                                                 REO_1 Provide for a        REO_2 Provide for and      XEO_4-M_2        PMA-EO_3      PMA-EO_5     PMA-EO_6         PMA-EO_4
                                                                                   quality recreation        receive fair value in      Percent of       Improved    Budget and      (PMA)           Expanded
                                                                                 experience, including            recreation          business lines     Financial   Performance Performance/pr      Electronic
                                                                               access, and enjoyment of                                with shared     Performance    Integration     ocess         Government
                                                                               natural/cultural resources                               processes,                                improvement
                                                                                 on DOI-managed and                                    systems, to
                                                                                  partnered lands and                                    eliminate
                                                                                         waters                                        redundancy
                                                                                                                                          and/or
                                                                                                                                       inefficiency

A business decision has not been made within DOI      –Issue Non-
to incorporate the following components into          Commercial Special
Recreation One Stop:                                  Use Permits                         X                                                X               X              X              X              X
- Non-Commercial Special use permits
- Multiple special use permits systems
A business decision has not been made within DOI      –Sell Entrance Fees
to incorporate the following components into          to Federal Lands DOI
Recreation One Stop:                                  standard for metrics
- Entrance fees (other than passes) through           gathering and use
Recreation One Stop                                   Business Process
                                                      Reengineering for
                                                      legacy Non-

                                                                                          X                                                X               X              X              X              X
                                                      Commercial Special
                                                      User Permit
                                                      processes that are too
                                                      complex for
                                                      immediate integration
                                                      with Recreation One
                                                      Stop


A business decision has not been made within DOI      –Sell through other

                                                                                          X                          X                                     X              X              X              X
to incorporate the following components into          market channels (e.g..
Recreation One Stop:                                  Expedia)
- Immediate use of extended market channels
A business decision has not been made within DOI      –Establish common
to incorporate the following components into          business rules
Recreation One Stop:                                                                      X                          X                                     X                             X
- Common branding and standardized business
rules
A business decision has not been made within DOI      –Integrate with paper
to incorporate the following components into          based info delivery
Recreation One Stop:                                  (brochures)                         X                                                                X              X              X              X
- Integration with paper based information delivery

A business decision has not been made within DOI –Extended Data
to incorporate the following components into     Metrics Use
Recreation One Stop:

                                                                                                                     X                                     X              X              X              X
- DOI wide recreation metrics management and
use
- Bureau metrics and NRRS metrics together in a
Department level decision support mechanism

                                                   •Complete
–Recreation must share data internally and externally and current data sharing capabilities are informal and non-standardized
                                                   implementation of                    X                                                                                                               X
                                                   RIDB components
                                                   •Implement inter-
–Recreation must share data internally and externally and current data sharing capabilities are informal and non-standardized

                                                                                        X                                                                                                X              X
                                                   Bureau process for
                                                   adopt, implement, and
                                                   evolve RecML
                                                   •Interface 12 other systems that should be interfaced to Recreation One Stop
–There are 16+ redundant systems that should be retired, and12 systems
                                                                                          X                          X                                     X                                            X
                                                 •Retire 9 systems with
–There are 16+ redundant systems that should be retired, and 12 other systems that should be interfaced to Recreation One Stop
                                                 databases and web                   X                          X                          X               X                                            X
                                                 front ends
                                                 •Conduct 12 other
–There are 16+ redundant systems that should be retired, andBPR on 2 systems that should be interfaced to Recreation One Stop
                                                 systems to
                                                 standardize
                                                 processes and                       X                          X                          X               X
                                                 consolidate into
                                                 Recreation One Stop.

                                                 •Retire 5 “systems”
–There are 16+ redundant systems that should be retired, and 12 other systems that should be interfaced to Recreation One Stop

                                                                                     X                                                                     X                             X              X
                                                 which consist of html
                                                 pages and manual
                                                 processes
                                                 •Leverage 12 other
–There are 16+ redundant systems that should be retired, and training systems that should be interfaced to Recreation One Stop

                                                                                                                                           X
                                                 available free of
                                                 charge through NRRS

                                                    LOB maintains
The data analysis shows that the current RecreationIntegrated Data most of its data within the LOB. The future state analysis concludes that 67 of the 99 conceptual data entities should be managed outside of the Recreation L
                                                   Management and

                                                                                       X                                                X                                                 X             X
                                                   Reuse with Other
                                                   Programs (Fire,
                                                   Trails, Rivers,
                                                   Accessiblilty Data)




                                                                                                       19
   6.1.2       Wildland Fire Modernization Blueprint
Wildland Fire Modernization Blueprint and Implementation Projects: The Wildland Fire
Modernization Blueprint Implementation is particularly focused on information delivery and the
improved enablement of Wildland Fire related systems. Major blueprint recommendations propose
projects that designate an official federal source of record for active fire-status information and related
information dissemination to the end-citizen through the Internet, and improved use of geo-spatial
technologies and data sources to support fire fighting and prevention operations. These
recommendations are of benefit to the citizen and to internal operations as they act to improve
capabilities, reduce risks, and increase the flow of accurate information that relates to Wildland Fires.
There are cross-business area recommendations from this blueprint as well. The Recreation
Modernization Blueprint states that active fire status is a required set of data for conducting operations.
Specifically, the recreation community can take advantage of the location and status of active fires to
inform citizens on impacted federal recreational lands. By establishing a data sharing partnership and
leveraging web-services via a service oriented architecture (SOA) approach, active-fire status can feed
to Recreation One Stop.
The sharing of information should not be done in a “point to point” architecture where systems are hard
wired to talk directly to one another. This is especially true for active fire status since that information is
needed by Recreation as well as other business areas such as law enforcement. As a result, the Wildland
Fire Modernization Blueprint promotes a SOA approach for Wildland Fire to ensure that information is
delivered as shared, reusable services and not point to point interfaces.


Figure 6-3 depicts the segment of the DOI Enterprise Wide Transition Plan that is associated with the
Wildland Fire Modernization Blueprint Implementation. For more detail on the Wildland Fire
Modernization Blueprint please visit: http://www.doi.gov/ocio/architecture/modblu/fire/know.htm




                       Figure 6-3. Wildland Fire Modernization Blueprint Implementation


Wildland Fire Modernization Blueprint Recommendations to the DOI Strategic Plan: In keeping
with the strategic direction of the enterprise, the IEA architects maintain mappings of modernization
blueprint recommendations back to the DOI Strategic Plan. This mapping provides a “line of sight”
between each recommendation and the performance objectives identified in DOI’s Strategic Plan. These
mappings serve as partial justification for the recommendations and ensure that the overall business

                                                      20
  transformation is in line with the enterprise strategic intent. Table 6-2 illustrate the relationships
  between the recommendations in the Wildland Fire Modernization Blueprint and the DOI Strategic Plan.
              Table 6-2. Wildland Fire Modernization Blueprint Recommendations Mapped to the DOI Strategic Plan
                            Wildland Fire Blueprint                                                                                 DOI Strategic Plan
                    Issue                              Specific Recommendations                  Wildland Fire and Management Excellence                    Presidents Management Agenda
                                                                                              SEO_1 Protect      PEO_1        XEO_4-M_2        PMA-EO_3      PMA-EO_5     PMA-EO_6    PMA-EO_4
                                                                                             Lives, Resources Watersheds,      Percent of       Improved    Budget and      (PMA)      Expanded
                                                                                               and Property   Landscapes     business lines     Financial   Performance Performance/p Electronic
                                                                                                                & Marine      with shared     Performance    Integration    rocess    Government
                                                                                                               Resources       processes,                                improvement
                                                                                                                              systems, to
                                                                                                                                eliminate
                                                                                                                              redundancy
                                                                                                                                 and/or
                                                                                                                              inefficiency

The overall systems architecture and
business enablement is hampered due to
an incomplete accounting of the systems
portfolio within the CPIC process. In          1.Account for all IT systems within the                                                            X              X             X
addition, USFS and DOI have several            CPIC process to ensure mission and
existing and proposed future major             technology compatibility as well as
Wildland Fire IT investments.                  functional significance.


                                               2.Incorporate full IT System Portfolio                                                             X              X
                                               Reviews as a part of the Investment Cycle.


                                                                                                                                                  X              X
                                               3.Establish joint DOI & USFS Investment
                                               Review Board for cross-agency Wildland
                                               Fire Investments

Many Fire related applications enable the
same or similar business functions in the
current architecture. Furthermore, many
of the existing applications require similar
                                               1.Investigate existing horizontal services
                                               within DOI and services being introduced                                            X                                           X           X
data sets. The current architecture does       within the next 12 months (e.g., e-
not promote the re-usability of data and       authentication, DOI-wide spatial layers,
technology through horizontal services         etc.)
                                               2. Market to other business areas the
                                               data that Fire maintains as the source of
                                               record. Provide master data records to
                                               “customer” business areas like Recreation           X               X                                             X             X           X
                                               ( e.g., live feed active fire status on
                                               Recreation One Stop to alert
                                               recreationists).
The business area is not currently
supported by a Systems Engineering
organization that is integrated into the
investment and system development life
cycles. This missing engineering                                                                                                                                               X
component increases the risk of a
fragmented target architecture and             1.Formalize the discipline of Systems
increased long-term system development         Engineering (SE) with adequate support
dollars and O&M costs.                         resources.

                                               2.Focus the SE on requirements
                                               management, risk assessment of baseline                                                                                         X
                                               issues, technology evaluations, system
                                               designs and interface designs.
                                               3.Ensure the SE organization embraces a
                                                                                                                                                                               X
                                               framework (e.g. CMMI) to guide
                                               development and incremental
                                               improvements
T here are a fixed number of business
functions that are enabled through a
multitude of systems and technologies. In
many instances, a single function is
enabled by more than one system. In                                                                X               X               X                             X             X           X
other instances, critical systems are not
interfaced appropriately to other         1.Implement Target Solutions then sunset
dependent systems                         legacy systems with functional overlap.


                                                                                                                                   X              X
                                               2.Leverage Department level middleware
                                               standards to implement an application
                                               integration approach to data exchange.


                                                                                                                                   X              X
                                               3.Leverage the Enterprise Service
                                               Network (ESN) infrastructure to better
                                               support the enabling systems
The existing Geo-Spatial architecture
includes solutions that need to be
integrated, some solution redundancy, and      The IEA should partner with the USGS-
a lack of data standards, data quality, and    lead E-GIM project to develop a plan for
data collection standards. The Fire            providing high priority GIS service layers          X               X               X                                           X           X
community should be a customer of the          with standardized data to multiple lines of
Geo-Spatial service provider organization      businesses. This plan should be
much like other business areas such as         presented to the IRB for approval &
Recreation                                     implementation




                                                                                                        21
                           Wildland Fire Blueprint                                                                                 DOI Strategic Plan
                   Issue                             Specific Recommendations                   Wildland Fire and Management Excellence                    Presidents Management Agenda
                                                                                             SEO_1 Protect      PEO_1        XEO_4-M_2        PMA-EO_3      PMA-EO_5     PMA-EO_6    PMA-EO_4
                                                                                            Lives, Resources Watersheds,      Percent of       Improved    Budget and      (PMA)      Expanded
                                                                                              and Property   Landscapes     business lines     Financial   Performance Performance/p Electronic
                                                                                                               & Marine      with shared     Performance    Integration    rocess    Government
                                                                                                              Resources       processes,                                improvement
                                                                                                                             systems, to
                                                                                                                               eliminate
                                                                                                                             redundancy
                                                                                                                                and/or
                                                                                                                             inefficiency
Dissemination for Wildland Fire
                                                                                                  X               X               X              X              X             X           X
information both Internal and External to
DOI is fragmented, duplicative and in
some cases, inconsistent                     Implement a Portal based architecture to:


                                                                                                  X               X               X              X              X             X           X
                                             -Reduce content management cost


                                                                                                  X               X                                                                       X
                                             -Reduce risks of inaccurate information


                                                                                                  X               X               X              X              X             X           X
                                             -Provide a new access model
Special Conditions and other Critical
Business Information. Fire is dependent
                                                                                                  X               X               X              X              X             X           X
upon critical information owned by other     1.Investigate the development of data
program areas. No established                exchange capabilities via with the
mechanism to get this data in a consistent   maturing DOI Facilities, cultural heritage,
fashion                                      recreation capabilities.
                                             2.Investigate the enterprise licensing and
                                             use of commercially available data
                                                                                                  X               X               X                                           X           X
                                             sources like streets databases, geo-coded
                                             address listings for support in the life and
                                             property protection within the Wildland
                                             Urban Interface (WUI).
The LOB will need to develop an
integration strategy with the E-Gov
initiatives. Affected areas include HR,    1.Review current investments to ensure                 X               X               X                                           X           X
Regulation review, geo-spatial, recreation long term alignment with the following E-
and potentially portal                     Gov initiatives:


                                             1.HR & Financial Management E-                       X               X               X                                           X           X
                                             Government Service Model


                                                                                                  X               X               X                                           X           X
                                             2.Geo-Spatial One-Stop


                                             3.Recreation One-Stop (Special conditions            X               X               X                                           X           X
                                             and facilities)


                                                                                                  X               X               X                                           X           X
                                             4.Regulation.gov


                                                                                                  X               X               X                                           X           X
                                             5.E-Training


                                             3.Ensure FIRES, Causal Pay and future                X               X               X                                           X           X
                                             Geo-Spatial Architecture are addressed



              6.1.3                Law Enforcement Modernization Blueprint
        Law Enforcement Modernization Blueprint and Implementation Projects: The Law Enforcement
        Modernization Blueprint Implementation is centered on the implementation of the Incident Management
        and Reporting System (IMARS). The IMARS solution is designed to be the standard DOI solution for
        law enforcement incident management. The Law Enforcement Modernization Blueprint leverages the
        existence of the IMARS procurement and forms a series of tactical and strategic recommendations for
        the Law Enforcement business area.
        Specifically, the modernization blueprint recommends the retirement of three legacy law enforcement
        systems in order to standardize on IMARS, the retirement of several law enforcement specific asset
        tracking systems to standardize on the DOI asset tracking standard source of record, and implement
                                                                                                       22
IMARS so that it provides support for a pervasive computer architecture (mobile, handheld, wireless).
Additionally, the modernization blueprint defines a heavy use of services in order to leverage other
investments made within DOI or the Federal sector.
Figure 6-4 depicts a portion of the segment of the DOI Enterprise Wide Transition Plan that is
associated with the Law Enforcement Modernization Blueprint Implementation. For more detail on the
Law Enforcement Modernization Blueprint please visit:
http://www.doi.gov/ocio/architecture/modblu/law/know.htm




                     Figure 6-4. Law Enforcement Modernization Blueprint Implementation


Law Enforcement Modernization Blueprint Recommendations to the DOI Strategic Plan: In
keeping with the strategic direction of the enterprise, the IEA architects maintain mappings of
modernization blueprint recommendations back to the DOI Strategic Plan. This mapping provides a
“line of sight” between each recommendation and the performance objectives identified in DOI’s
Strategic Plan. These mappings serve as partial justification for the recommendations and ensure that
the overall business transformation is in line with the enterprise strategic intent. Table 6-3 illustrates the
relationships between the recommendations in the Law Enforcement Modernization Blueprint and the
DOI Strategic Plan.




                                                      23
      Table 6-3. Law Enforcement Modernization Blueprint Recommendations Mapped to the DOI Strategic Plan
  Law Enforcement Blueprint                                                                                                            DOI Strategic Plan
  Issue                                         Specific Recommendations                           Law Enforcement and Management Excellence                  Presidents Management Agenda
                                                                                                  SEO_1 Protect SEO_4 Quality XEO_4-M_2          PMA-EO_3     PMA-EO_5      PMA-EO_6         PMA-EO_4
                                                                                                     Lives,      Communities     Percent of       Improved    Budget and      (PMA)           Expanded
                                                                                                  Resources and for Tribes and business lines     Financial   Performance Performance/p       Electronic
                                                                                                    Property        Alaska      with shared     Performance    Integration    rocess         Government
                                                                                                                   Nativess      processes,                                improvement
                                                                                                                                systems, to
                                                                                                                                  eliminate
                                                                                                                                redundancy
                                                                                                                                   and/or
                                                                                                                                inefficiency
  Current Law Enforcement Systems               Recommend to proceed with planned
  provide similar functions and services and    Departmental IMARS procurement
  are isolated along organizational             planned for early Fiscal Year 2005.
  boundaries.                                   Functional redundancies are being
                                                addressed by the replacement of current

                                                                                                       X              X              X                                            X              X
                                                outdated Law Enforcement Systems by
                                                IMARS procurement. Recommend DOI
                                                retire current LAWNET, CIRS, CRIMES,
                                                and non-core LEMIS modules upon
                                                successful IMARS deployment and field
                                                acceptance

  Currently only the BLM LAWNET SYSTEM          Recommend DOI proceed with planned
  has the capability to provide Bureau-wide     Departmental IMARS procurement
  incident reporting to the FBI‟s National
                                                                                                       X              X              X                             X              X              X
                                                planned for early Fiscal Year 2005. Key
  Incident-Based Reporting System (NIBRS)       IMARS requirement is uniform NIBRS
  system on an annual basis.                    incident collection and reporting.

  Current Law Enforcement Systems are not    Recommend DOI proceed with planned
  integrated and have deployed non-shared,   Departmental IMARS procurement
  Bureau-system-specific infrastructure      planned for early Fiscal Year 2005.
  investments                                Recommend DOI consolidate LEMIS and                       X              X              X                                            X              X
                                             LEMIS NWRS module infrastructure.
                                             Recommend DOI retire LAWNET, CIRS,
                                             CRIMES systems.
  The planned IMARS system has extensive Recommend development of a published
  requirements for interfacing with existing IMARS data model and DOI-wide
  DOI, Bureau, and external systems that     standards for information exchanges
  span law enforcement, facilities           between these systems. Recommend
  management, asset management, and          development of detailed information

                                                                                                                                     X                                            X              X
  accounting.                                exchange documentation between IMARS
                                             and legacy data stores. Recommend
                                             detailed operational concept document for
                                             information exchange / updates between
                                             Bureau and central DOI IMARS servers.


  Activities performed by Bureaus               Recommend DOI proceed with planned
  supporting the law enforcement LOB vary       Departmental IMARS procurement
  across the DOI, but there are core function   planned for early Fiscal Year 2005. The
  activities that are suitable for cross        current IMARS strategy of implementing
  departmental automation                       incident / records management systems in               X              X              X                                            X              X
                                                tandem with a computer-aided dispatch
                                                addresses both the current level of
                                                automation and mission criticality.

  Activities performed by Bureaus               Recommend DOI proceed with planned
  supporting the law enforcement LOB vary       Departmental IMARS procurement
  across the DOI, but there are core function   planned for early Fiscal Year 2005.
  activities that are suitable for cross        Recommend DOI ensure procured IMARS
  departmental automation. BIA‟s law            system is robust enough to capture

                                                                                                       X              X              X                                                           X
  enforcement activities are by far the most    Bureau specific requirements.
  wide ranging of all Bureaus                   Recommend DOI prioritize the automation
                                                of identified „core‟ function / activities that
                                                cut across all Bureaus and assign Bureau-
                                                specific non-core function / activities to
                                                follow-on IMARS modules




     6.1.4                 Financial Management Modernization Blueprint
Financial Management Modernization Blueprint and Implementation Project: The Financial
Management Modernization Blueprint Implementation is centered on the implementation of the DOI-
wide Financial and Business Management System (FBMS). This commercial off the shelf solution is
designed to incorporate the majority of the financial management functions into one solution that
eliminates over 80 DOI and Bureau systems. The FBMS implementation will span several years and is
targeted for completion in 2007.
The Financial Management Modernization Blueprint also defines a services approach to leveraging the
FBMS solution to deliver services to other DOI business areas. Specifically, business organizations
such as Recreation, Law Enforcement, and Wildland Fire all need access to standard, accurate facilities
data. Currently, such facilities data is collected and stored separately within each business area. The
                                                                                                           24
Financial Management Modernization Blueprint defines a services approach where this data is delivered
to anyone who needs it within DOI and the Bureaus. Other “services-ready” data defined in the
Blueprint includes customer data and organizational structure data.
The Financial Management Modernization Blueprint also defines recommendations for standardizing
and centralizing some common business and finance related functions. These functions include time
and attendance functions (streamline operations and reduce time and attendance systems), asset
management functions (standardize on single asset management system), and streamline/standardize
financial planning functions (supported through FBMS budget formulation module).
Overall the Financial Management Modernization Blueprint has a wide impact on many business areas
within DOI and includes many areas for improvement in efficiency of operations and use of resources.
Figure 6-5 depicts the segment of the DOI Enterprise Wide Transition Plan that is associated with the
Financial Management Modernization Blueprint Implementation (also visit FBMS home page for
updated schedule information at www.doi.gov/fbms). For more detail on the Financial Management
Modernization Blueprint please visit: http://www.doi.gov/ocio/architecture/modblu/financial/know.htm




                   Figure 6-5. Financial Management Modernization Blueprint Implementation


Financial Management Modernization Blueprint Recommendations to the DOI Strategic Plan: In
keeping with the strategic direction of the enterprise, the IEA architects maintain mappings of
modernization blueprint recommendations back to the DOI Strategic Plan. This mapping provides a
“line of sight” between each recommendation and the performance objectives identified in DOI’s
Strategic Plan. These mappings serve as partial justification for the recommendations and ensure that
the overall business transformation is in line with the enterprise strategic intent. Table 6-4 illustrates the
relationships between the recommendations in the Financial Management Modernization Blueprint and
the DOI Strategic Plan.




                                                      25
           Table 6-4. Financial Management Modernization Blueprint Recommendations Mapped to the DOI Strategic Plan

         Financial Blueprint
       Issue           Specific Recommendations               Management Excellence                            Presidents Management Agenda
                                                      XEO_2         XEO_4-M_1     XEO_4-M_2       PMA-EO_3      PMA-EO_5        PMA-EO_6     PMA-EO_4
                                                   Accountability Percent of cost  Percent of      Improved    Budget and         (PMA)       Expanded
                                                                   avoidance or business lines     Financial   Performance    Performance/pr Electronic
                                                                     efficiency   with shared    Performance    Integration        ocess     Government
                                                                   improvement    processes,                                   improvement
                                                                   demonstrated   systems, to
                                                                  in programs or   eliminate
                                                                  work processes redundancy
                                                                                     and/or
                                                                                  inefficiency


                                                        X              X              X              X              X              X            X
Redundant financial   Implement an integrated,
management            single financial system --
information systems   FBMS


        Impact of the FY2004 Modernization Blueprints Being Implemented: IEA had a successful year in
        FY2004. It developed the DOI Enterprise Architecture Repository, standardized the Bureaus and
        Department on one metamodel and one architecture approach, it won the Excellence in Enterprise
        Architecture Award, and it developed and published four modernization blueprints.
        The four modernization blueprints were the largest driver of business transformation within DOI as they
        impacted four highly important business areas. These business areas were chosen for analysis because
        they are of critical importance to the DOI mission and they represent sizable existing investments in
        technology resources. Figure 6-6 graphs the percentage of “DOI-Tracked Systems” (in the DEAR
        inventory) that are attributed to each of the business areas within DOI at the time of the publication of
        this document (May 2005). A DOI-Tracked System is a system that falls in one or more of the
        following categories:

                  Indian Trust Systems
                  Major Applications
                  Financial Management Systems
                  General Support Systems
                  Other systems associated with
                       o Major IT investments – Exhibit 300s
                       o Non-Major IT investments – Exhibit 300-1s

        The bars in blue represent the business areas studied in FY2004. As the reader can see, the FY2004
        Modernization blueprints are of large impact to the enterprise systems picture as a whole.




                                                                             26
                                    40%


         % of DOI Systems in DEAR
                                    35%

                                    30%

                                    25%

                                    20%

                                    15%

                                    10%

                                    5%

                                    0%




                                                                                                                                                                                                                Minerals Access and Use




                                                                                                                                                                                                                                                                                                                                                                                                                                             Hydropower Generation
                                                                                                                                                                                                                                                                                                                                                              Energy Access and Use
                                                                                                                                                                                                                                                        Land Management
                                          Financial Management




                                                                                                                                                                                                                                                                                                                                                                                      Forage Access and Use

                                                                                                                                                                                                                                                                                                                                                                                                              Forest Products Access & Use
                                                                                                                                                                                                                                          Air Quality
                                                                                 Recreation Delivery




                                                                                                                                                                                     Geospatial Services
                                                                                                                                                                  Water Management




                                                                                                                                                                                                                                                                          Research and Applied Science



                                                                                                                                                                                                                                                                                                                              Heritage Resources Protection
                                                                                                                         Human Resources

                                                                                                                                           Trust Responsibility




                                                                                                                                                                                                                                                                                                         Species Protection
                                                                                                       Law Enforcement
                                                                 Wildland Fire




 Figure 6-6. Percentage of DOI Systems Associated with Each DOI Business Area (FY04 Blueprints are highlighted)


The FY2004 modernization blueprints provide a significant impact to the existing systems picture. The
modernization blueprints also provide a significant impact to the existing portfolio of investments.
Each business area has an associated portfolio of investments that are analyzed to determine compliance
in strategy, direction, and technology with the enterprise architecture. As a result of the analysis, the
IEA architects develop findings and recommendations that are specific to the investment portfolio and
its compliance with the target architecture. The alignment of the portfolio of investments to the target
architecture is a critical component of the Modernization Blueprint as it ensures alignment and a
common strategic direction. Figure 6-7 depicts the major investments that are associated with the
FY2004 modernization blueprints and are included in recommendations for alignment to the target
architecture.




                                                                                                                                                                                                           27
   Figure 6-7. Major Investment Alignments with FY-04 Modernization Blueprints and Other Transformational
                                                 Initiatives


In order to coordinate the collection of transformation projects and investment alignments stemming
from the modernization blueprints, each publication includes a master transition plan that is tailored to
the business area. The transition plans define the high level dates and milestones associated with the
Blueprint’s business, technology, services, and data related transformation recommendations.
Furthermore, each of the modernization blueprints transition plans has been absorbed into the DOI
Enterprise Wide Transition Plan in order to coordinate the business transformation at an enterprise level.




                                                    28
7. Discussion of Blueprints Proposed to Be Developed
Currently there are eight modernization blueprint studies that are proposed for development within DOI
offices and bureaus. Each of these proposed modernization blueprint initiatives are sponsored by a
bureau or office, and in many cases, more than one bureau might participate in any given study. The
business areas proposed for study are intended to be representative of the areas of specialty within the
bureaus and are intended to continue adding to the DOI federated architecture.
The following business areas are proposed to be analyzed in FY2005-FY2006 with a resulting
modernization blueprint being published and presented to the DOI Investment Review Board for
executive approval:
      Water Resource Management
      Geospatial Architecture
      Indian Trust
      Human Resources

In addition, the following blueprint areas are either planned for development or are in process.
      Minerals Royalty Management
      Aviation Management
      Education
      Natural Resources Inventory
   
Figure 7-1 depicts the segment of the DOI Enterprise Wide Transition Plan that is associated with the
eight modernization blueprints proposed to be developed.




                        Figure 7-1. Modernization Blueprints Proposed to Be Developed


Although these blueprints represent the bureau’s first such studies, the bureaus are leveraging
considerable experience and knowledge through the Office of the Secretary (OS), Office of the CIO lead
blueprints using the MBT. IEA has actively conducted training classes to prepare over 40 of the bureau
architects by teaching the MBT. Each bureau that leads or participates in a modernization blueprint
study will be working through the same analysis tasks and preparing similarly structured work products
and deliverables. The benefit of the standard approach will be the ease of inter-bureau communications
on EA related issues, the common leveraging of the DEAR and BEARs for storage of work products,
and the ease of oversight for the applicable IT and EA governance teams.
Figure 7-2 depicts the MBT steps that are associated with developing a modernization blueprint. In this
case, these are the MBT steps that are associated with the Water Resource Management Modernization

                                                     29
Blueprint. Within the DOI Enterprise Wide Transition Plan, each of the “Modernization Blueprints
Proposed to Be Developed” is scheduled to leverage the same standard MBT steps and follow the same
timeline. The only exception to this statement is the Modernization Blueprint for Indian Trust which is
slated to be published in September 2005.




                       Figure 7-2. MBT Steps for Developing a Modernization Blueprint


Potential Impact of the Proposed FY2005-FY2006 Modernization Blueprints Being Developed:
The bureaus are taking lead on the next wave of modernization blueprints that are proposed to be
developed in FY2005-FY2006. These publications are intended to be specific to the business areas of
the Bureaus and intended to drive inter-bureau participation in each set of architecture analysis steps.
Furthermore, the development of the target segment architecture via the FY2005-FY2006 modernization
blueprints will evolve the Federated Architecture approach at DOI. The result will be another set of
recommendations for business transformation which will serve as input to updated DOI’s Sequencing
Plan (see Appendix A).
The proposed FY2005-FY2006 modernization blueprints impact many business areas in terms of
systems and the associated portfolio of investments. Figure 7-3 graphs the percentage of DOI systems
(in the DEAR inventory) that are attributed to each of the business areas within DOI. The bars in yellow
represent the business areas that are proposed to be studied in FY2005-FY2006. As the reader can see,
the proposed FY2005-FY2006 modernization blueprints are of large impact to the enterprise systems
picture as a whole.




                                                    30
                                    40%


         % of DOI Systems in DEAR
                                    35%

                                    30%

                                    25%

                                    20%

                                    15%

                                    10%

                                    5%

                                    0%




                                                                                                                                                                                                                Minerals Access and Use




                                                                                                                                                                                                                                                                                                                                                                                                                                             Hydropower Generation
                                                                                                                                                                                                                                                                                                                                                              Energy Access and Use
                                                                                                                                                                                                                                                        Land Management
                                          Financial Management




                                                                                                                                                                                                                                                                                                                                                                                      Forage Access and Use

                                                                                                                                                                                                                                                                                                                                                                                                              Forest Products Access & Use
                                                                                                                                                                                                                                          Air Quality
                                                                                 Recreation Delivery




                                                                                                                                                                                     Geospatial Services
                                                                                                                                                                  Water Management




                                                                                                                                                                                                                                                                          Research and Applied Science



                                                                                                                                                                                                                                                                                                                              Heritage Resources Protection
                                                                                                                         Human Resources

                                                                                                                                           Trust Responsibility




                                                                                                                                                                                                                                                                                                         Species Protection
                                                                                                       Law Enforcement
                                                                 Wildland Fire




Figure 7-3. Percentage of DOI Systems Associated with Each DOI Business Area (FY05-06 Blueprints are
highlighted)


The proposed FY2005-FY2006 modernization blueprints provide a significant impact to the existing
systems picture. The proposed modernization blueprints also provide a significant impact to the existing
portfolio of investments. Each business area has an associated portfolio of investments that are
analyzed to determine compliance in strategy, direction, and technology with the enterprise architecture.
As a result of the analysis, the IEA architects develop findings and recommendations that are specific to
the investment portfolio and its compliance with the target architecture. The alignment of the portfolio
of investments to the target architecture is a critical component of the modernization blueprint as it
ensures alignment and a common strategic direction. Figure 7-4 depicts the major investments that are
associated with the proposed FY2005-FY2006 modernization blueprints and are likely to be included in
recommendations for alignment to the target architecture.




                                                                                                                                                                                                           31
            Figure 7-4. Major Investments Associated with FY2005-FY2006 Blueprint Developments


As each proposed FY2005-FY2006 modernization blueprint is developed, the IEA and Bureau architects
will also be developing an associated business area specific transition plan. These plans are intended to
guide the business areas through the implementation of the recommendations within the modernization
blueprints. As the modernization blueprints are finalized and approved by the appropriate governance
teams, the IEA program will work with the Bureau programs to incorporate the business area transition
plans into the DOI Sequencing Plan.




                                                   32
8. Discussion of PMA E-Gov Integration
DOI has lead two of the President’s Management Agenda (PMA) e-Government (e-Gov) initiatives and
has the opportunity to integrate with seventeen additional PMA e-Gov solutions. Through its leadership
roles with Geospatial One Stop and Recreation One Stop, DOI has been making strides to fulfill the
PMA’s intentions of delivering better quality services to the citizen with increases in internally
efficiencies. The internal efficiencies and better delivery of services to citizens is also furthered through
DOI’s efforts to integrate with the other applicable PMA e-Gov initiatives. This integration is being
architected through the modernization blueprints and through the efforts of the most closely associated
segments of DOI and the Bureaus. The following is a list of PMA e-Gov initiatives to which DOI is
playing a participatory role:
   1.    Business Gateway
   2.    Consolidated Health Informatics
   3.    Disaster Management
   4.    E-Authentication
   5.    E-Clearance
   6.    Enterprise HR Integration
   7.    E-Records Management
   8.    E-Rulemaking
   9.    E-Training
   10.   E-Travel
   11.   Federal Asset Sales
   12.   Geospatial Information One-Stop
   13.   GovBenefits
   14.   Grants.gov
   15.   Integrated Acquisition Environment
   16.   Recreation One-Stop
   17.   Recruitment One-Stop
   18.   Safecom
   19.   USA Services


The modernization blueprints include findings and recommendations for alignment to the PMA e-Gov
initiatives. Figure 8-1 illustrates the mapping between the published and proposed modernization
blueprints and the relevant PMA e-Gov initiatives associated with these business areas. As additional
modernization blueprints are developed, supporting investments will be evaluated for alignment with the
PMA initiatives




                                                     33
                                 PMA INITIATIVE             DOI FY04 INITIATIVES




                                                                          Law Enforcement




                                                                                                                                   Infrastructure
                                                                                            Wildland Fire
                                                             Recreation




                                                                                                                      Facilities
                                                                                                            Finance
                       Business Gateway                       X                                               X          X
                       Consolidated Health Informatics
                       Disaster Management                  X X
                       E-Authentication                   X X X                                               X                        X
                       E-Clearance                                                                                                     X
                       Enterprise HR Integration              X
                       E-Records Management                   X
                       E-Rulemaking                           X
                       E-Training
                       E-Travel                                                                               X
                       Federal Asset Sales                                                                    X
                       Geospatial Information One-Stop    X X X                                                          X
                       GovBenefits
                       Grants.gov                                                                             X
                       Integrated Acquisition Environment                                                     X
                       Recreation One-Stop                X   X                                               X
                                     X = ANALYZED TOUCH POINTS
                          As additional modernization blueprints are developed,
                        supporting investments will be evaluated for alignment with
                                           the PMA initiatives.
                   Figure 8-1. Modernization Blueprints Mapped to PMA e-Gov Initiatives


In a recent submission to OMB, DOI documented the milestones and dates that DOI has set for aligning
with the nineteen PMA e-Gov initiatives. These same milestones and dates serve as input into the DOI
Sequencing Plan. Figure 8-2 depicts the segment of the DOI Enterprise Wide Transition Plan that is
associated with the nineteen PMA e-Gov initiatives.




                                                    34
                                Figure 8-2. PMA e-Government Integration


Impact of DOI integrating with the PMA e-Gov Initiatives: The Presidential Management Agenda
(PMA) e-Government (e-Gov) initiatives are intended to deliver a set of Federal level solutions that can
be leverage by business areas at all levels of the Federal government. DOI has been embracing this
process of reusability and has actively incorporated the projected PMA e-Gov solutions into its analysis
efforts and its publications, as evidenced in this document. Furthermore, the DOI e-Government Team
has been an active participant in reviewing the modernization blueprints from an e-Government
perspective and with a careful eye to ensure compliance with the Federal solutions.
The DOI e-Government team has also played a large role in ensuring that there are coordinated plans to
align existing DOI and Bureau investments with the PMA e-Gov initiatives. This process of alignment
will allow DOI to leverage common solutions thus creating a more efficient operating environment.
Figure 8-3 documents the count of DOI and Bureau investments as they are scheduled to align to the
PMA e-Gov initiatives.




                                                   35
                                                                                                                                                     Count of Investments



                                                                                                                                                          10
                                                                                                                                                                12
                                                                                                                                                                14
                                                                                                                                                                      16
                                                                                                                                                                      18
                                                                                                                                                                            20




                                                                                                                                                 0
                                                                                                                                                 2
                                                                                                                                                     4
                                                                                                                                                     6
                                                                                                                                                           8
                                                                                                                         Geospatial One-Stop
                                                                                                                   Financial Management LoB
                                                                                                                        Disaster Management
                                                                                                                      E-Records Management
                                                                                                                          Federal Asset Sales

                                                                                                                         Recreation One-Stop
                                                                                                                                    E-Training




36
                                                                                                             Integrated Acquisition Environment
                                                                                                                            Business Gateway

                                                                                                                                E-Rulemaking
                                                                                                                                     E-Travel




                                                                              PMA e-Government Initiatives
                                                                                                                      Grants Management LoB

                                                                                                                                   Grants.gov
                                                                                                                                USA Services
     Figure 8-3. DOI and Bureau Investments to PMA e-Government Initiatives                                                Federal Health LoB
                                                                                                                       Human Resources LoB
9. Discussion of DOI Technology Infrastructure Initiatives
Squarely within the Management of Government Resources domain of the OMB BRM are the
operations surrounding information technology. Those operations are naturally impacted by the SRM
and TRM as the services and associated technologies play a large role in effecting the functions. At
DOI, the business process, service delivery, and enabling technology dimensions of the technology
infrastructure are being revived with a series of critical initiatives designed to increase efficiencies,
security, quality of work life, and overall reliability. This series of initiatives, called the DOI
Technology Infrastructure Initiatives, will impact each of the business areas within DOI and will be an
enabler for many of the recommendations within the FY2004 modernization blueprints. The following
is a brief synopsis of each of the initiatives:
Active Directory: The Active Directory project is intended to inter-connect the many areas of DOI so
that information and applications can be more easily shared. This new sharing capability will enable
DOI and the Bureaus to become more tightly integrated in the use of data, applications, and in business
operations. Specifically, this project seeks to reduce the hundreds of existing directories to one, provide
for network management using a single set of business rules, and support single-sign on capability to
access Interior’s network and computing resources.
Messaging: This project intends to reduce from three messaging systems to one supported by Microsoft
Exchange. This will reduce the complexity of communications and provide for a standard messaging
environment. Furthermore, this project intends to consolidate the hundreds of existing messaging
servers into a more manageable number appropriate for an enterprise environment.
Enterprise Web (Server Consolidation): This project intends to reduce from hundreds of distributed
web servers to a right sized enterprise hosted environment. Furthermore, this project intends to deploy
and enterprise portal.
Enterprise Services Network: The ESN is a single, centrally managed wide area network for DOI.
Specifically this project intends to collapse thirteen networks into one centrally managed network,
reduce internet connections from thirty three to five, and standardize network equipment so that fewer
staff are necessary for maintenance and operations.
Figure 9-1 depicts the segment of the DOI Enterprise Wide Transition Plan that is associated with the
DOI Technology Infrastructure Initiatives.




                                                    37
Figure 9-1. DOI Technology Infrastructure Initiatives




                         38
10. Integration Points within the DOI Enterprise Wide Transition Plan
The DOI Enterprise Wide Transition Plan includes a section on recurring cycles that impact
transformation within the Department. It is important for any Department to have an understanding and
appreciation for these recurring cycles, how they intersect one another, and how the impact your
transformation planning and implementation efforts.
Federal Budget Cycle
The Federal Budget Cycle impacts transformation efforts as the source of the funds that enable change.
Specifically, the transformation planning needs to take the Federal Budget Cycle into consideration
when defining the modernization blueprint recommendations, the transition strategy, and the change
management impacts that all might rely on additional investment dollars. Therefore, the timing of the
modernization blueprint publications, executive briefings, and IRB approval must all be in concert with
the Federal Budget Cycle. Figure 10-1 depicts the segment of the DOI Enterprise Wide Transition Plan
that is associated with the Federal Budget Cycle.




                                    Figure 10-1. Federal Budget Cycle


   10.1.1     Enterprise Architecture Governance
Each year there are a variety of architecture related governance teams that meet regularly within DOI.
These teams are tasked with driving quality, overseeing change, managing the federated architecture,
and ensuring value delivered to the customer base. The modernization blueprints produced by IEA
encompass business strategy, business process, services, applications, and technology findings and
recommendations. As a result, the IEA team actively engages each of the EA related governance teams
in order to communicate ideas, interim findings, final findings, and recommendations. These regular
interactions cannot be ad-hoc and it cannot be expected that the governance teams work around the
                                                   39
schedule of the IEA analysis. Therefore as part of its transformation planning efforts, the IEA team
monitors the schedules of the EA related governance teams in order to provide enough lead time to
schedule and prepare for briefings to these teams. As a result, the IEA team has had success with
properly communicating transformation planning and implementation progress throughout the lifecycle
of the FY2004 modernization blueprints. Figure 10-2 depicts the segment of the DOI Enterprise Wide
Transition Plan that is associated with Enterprise Architecture Governance.




                              Figure 10-2. Enterprise Architecture Governance


   10.1.2     Reference Model Update and Review Cycle
The DOI instances of the reference models, using the FEA taxonomy, are regularly discussed and
evaluated to ensure accuracy and applicability. These reviews are both a result of architects using the
information in the DOI Enterprise Architecture Repository (DEAR) as well as formal updates and
reviews by designated team. Within the DOI EA related governance teams, there are teams that are
designate to review and update the PRM, BRM, SRM, TRM, and DRM. Since this information is of
such importance to inter-architecture program communications, the IEA program monitors these update
schedules in order to stay current and keep the modernization blueprints current with any changes.
Figure 10-3 depicts the segment of the DOI Enterprise Wide Transition Plan that is associated with the
Reference Model Update and Review Cycle.




                           Figure 10-3. Reference Model Update and Review Cycle

                                                    40
11. Conclusion
The IEA program has coined the phrase “Actionable Architecture” to define its intentions with the
program. The IEA team is focused on producing a valuable planning service to the business and
technology organizations within DOI. By performing with the citizen and the business organizations as
the key drivers, the IEA architects will continue to produce strong analysis that will enable
transformation that results in tangible improvements in DOI’s management of government resources and
its delivery of services to the citizen. Through the continuing implementation and analysis efforts, IEA
will continue to build and maintain the DOI Transition Strategy and accompanying Sequencing Plan as
the central, integrated guide of the overall transformation initiatives within the DOI.




                                                   41
Appendix A: Department of Interior Sequencing Plan

DOI Sequencing Plan

A fundamental tenet of DOI’s approach to enterprise architecture is that it is business focused. At the
core of DOI’s strategy for initiating business transformation is the development and implementation of
modernization blueprints for its business areas. These blueprints provide a detailed analysis of a mission
area’s “As-Is” and Target architectures with associated transition plan. The blueprints include
discussions of performance objectives and goals, investments, business functions and processes,
technologies, data, services and systems for the specified business area. In addition, the business areas
are evaluated in the context of the other ongoing transformation activities at the enterprise-level to
understand reuse and integration opportunities. Each resulting blueprint therefore contributes
significantly to the creation and maintenance of the DOI’s enterprise sequencing plan. This master
integrated perspective provides a strategic management view for executive management and business
leaders to understand:

        the scope and risks associated to Change Management activities,
        impacts to the ongoing CPIC activities,
        resource usage and skill requirements,
        organizational impacts,
        project interdependencies,
        technical interoperability risks,
        shared services integration dependencies.

The DOI Methodology for Business Transformation (MBT) is specifically designed to analyze and
supply this type of information to the Enterprise Sequencing Plan in order to support the requirements of
the Select, Control and Evaluate stages of the CPIC cycle. Since the DOI IT Investment Review Board
(IRB) approves all blueprints, each containing a high-level transition plan, all entries into the sequencing
plan are approved by the CPIC governance and prioritization processes to ensure enterprise financial and
resource planning and priorities can be maintained. That is, the individually approved transition plans
for each business area are folded into the DOI’s enterprise sequencing plan.

It is important to note that there are many on-going factors that affect the execution of the sequencing
plan including:
      Securing adequate funding for transitional projects/activities,
      Changing business priorities may delay certain projects/activities over others,
      Interdependencies between transitional projects

The detailed description of the sequence activities and their interdependencies are only discussed at
highest levels given the scope and number of investments and associated interdependencies. As
transitional projects and activities are completed, DOI’s Enterprise Architecture Repository (DEAR) is
updated to show the current state of the IEA. Blueprints with detailed transition plans and associated
capital planning documentation provide a robust repository provide a more detailed view with
supporting documentation of the enterprise sequencing plan. Figure A-1 shows the linkage of major
transformational projects and their linkages to planned and existing investments. This view is supported
by the high-level activities that follow.

Error!

                                                    42
                                    DOI Transformation Results
      Legacy                                 Transformation                             Results

 16 Reservations and Permitting                                                     One-Stop reservations and
Systems, 6 recreation information            Recreation Blueprint                  information delivery solution
            systems




                                                                                 Enterprise Application Integration
Systems not directly supporting                                                    solution with retirement of 5
established Business processes                FIRE BLUEPRINT                                 systems
        at enterprise level




     Six non-integrated Law                                                       One Law Enforcement Standard
     Enforcement Systems                        LAW Blueprint                     with Legacy Supporting Module




                                                                                  A standardized COTS solution
One Hundred and Sixty Finance                                                    that results in the elimination of
      Related Systems                         Financial Blueprint                      eighty four systems.




                                                                                        Consolidated Network
             33 POP                                                                  Standard Directory Services
       2500 Web Servers                       INFRASTRUCTURE                             Standard Messaging
   3 Messaging Systems/No
   authentication Standards                       SERVICES                             Authentication Services
                                                                                   Consolidated Web Infrastructure
   Multiple Directory Services



                                                                                 Centralized Facilities Management
Six Distributed Maximo Systems
Two Legacy Facilities Systems               FACILITIES SERVICES                  with Financial Integration – Cross
                                                                                     Program services support




No Standard for Cataloging and                   GEO-SPATIAL                     Standardized Map Visualization and
      Map Visualization                                                            Catalog and Discovery Services
                                                  SERVICES

                                                 Integration


                                        Figure A-1. DOI Transformation Results




                                                         43
                                  DOI High Level Sequencing Plan

     Recreation Blueprint                                                   LAW Blueprint                                                  FIRE Blueprint




                                                                               Enteprise Messaging
                                                                                                                                  INFRASTRUCTURE SERVICES
Network Consolidation and                            Directory Services
      Engineering                                                                                               Enterprise Web Services
                                               Enterprise Authentication

                           TRUST Netowrk




Distributed Facilities (Maximo)
        Legacy Facilities                                                  Centralized Maximo                                               FACILITIES SERVICES



                LANDSAT                                                                         Geo-Spatial One Stop


         NILS                                                             National Map                                                    GEO-SPATIAL SERVICES


                          FINANCIAL – FBMS PHASE I                                                                 FINANCIAL – FBMS PHASE II


                                                                                                                                               FINANCIAL SERVICES


                       Financial Blueprint



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