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Federal Enterprise Architecture (FEA): Opportunity for Better Automation Opportunity for Better Ways of Doing Business P

Federal Enterprise Architecture (FEA): Opportunity for Better Automation Opportunity for Better Ways of Doing Business Presentation to the MD CFUG. June 10, 2003. Dorothy Firsching Ursa Major Consulting, LLC Dorothy@Firsching.com (703) 425-6236. Agenda.

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Federal Enterprise Architecture (FEA): Opportunity for Better Automation Opportunity for Better Ways of Doing Business P

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  1. Federal Enterprise Architecture (FEA): Opportunity for Better Automation Opportunity for Better Ways of Doing Business Presentation to the MD CFUG June 10, 2003 Dorothy Firsching Ursa Major Consulting, LLC Dorothy@Firsching.com (703) 425-6236

  2. Agenda • Why We need a Federal Enterprise Architecture • The President’s Agenda and Vision • The Federal Enterprise Architecture (FEA) and its Components • Our Current Project, the Enterprise Architecture for the JWOD Program • Where the FEA is taking us – Future Potential Note: the FEA part of the presentation draws from numerous FEA briefings over the past several months, mostly by Bob Haycock, FEA Program Manager, OMB

  3. Architecture Stories: “User Requirements” Are Not Enough, or Why We Need a Federal Enterprise Architecture • Unnamed Govt. Agencies • “Our department is different” • “Our department has the correct data” • “Our people already know this database” • “Buy the equipment and software quickly with End of FY $$, we’ll use them anyway” • “What do you mean, Access won’t scale?” • “We can get Perl scripts for free” • “Why is the system so slow?” • “Who designed this, anyway?”

  4. Results • Working systems that meet specific requirements, but are not optimal for the overall organization • Clumsy systems for the ultimate user • Automating the Wrong Thing • Re-inventing the Wheel • “Stovepipes” • Personal Systems, Spreadsheets • Duplicated, inconsistent data • Litigation But the Developers met the stated User Requirements at the time!

  5. Extensive duplication, overlap and gaps in critical Government functions* 50 agencies implement Federal drug control strategies 29 agencies administer 541 clean air, water, and waste programs 23 agencies administer 200 programs that provide assistance to countries formerly part of the Soviet Union 13 agencies administer 342 Federal economic development-related programs 12 agencies administer more than 35 food safety laws * Urgent Business for America: Revitalizing the Federal Government for the 21st Century. The Report of the National Commission on the Public Service, January 2003. Page 5

  6. Extensive duplication, overlap and gaps in critical Government functions (continued) 11 agencies administer 90 early childhood programs 9 agencies administer 86 teacher training programs 9 agencies administer 27 teen pregnancy programs 8 agencies administer 50 different programs to aid the homeless 7 agencies administer 40 different job training programs

  7. This is not a technical problem! (or is it?) • Systems are specified without an enterprise-level understanding of the: • How they support the Mission Objectives • Business processes (e.g., supply chain) • Existing technical architecture • New technology initiatives • In the Federal Government, there is no good way today to gain cross-agency, cross-organization insight. • … and the supply chain today goes BEYOND the Federal Government • Post-911 coordination between Office of Homeland Security, other Federal agencies, State, and Local law enforcement, Fire departments, etc.

  8. The President’s Management Agenda • Strategic Management of Human Capital • Restructure agencies to be citizen-centered • Adopt IT to capture employees’ knowledge and skills • Competitive Sourcing • Improved Financial Performance • Expanded Electronic Government • Simplify and unify around citizen needs • Support projects that offer performance gains across agency boundaries • Maximize interoperability and minimize redundancy • Budget and Performance Integration • Use performance information to make budget decisions • Link performance and cost in a performance budget

  9. E-Government: Unification and simplification around citizen needs • For individuals • Easy to find, one-stop shops for citizens – creating single points of easy entry to access high-quality governmental services • For businesses • Reduce the burden on businesses through the use of Internet protocols, simplifying interactions, and consolidating redundant reporting requirements • For government agencies • Make it easier for states and localities to meet reporting requirements, while enabling better performance measurement and results (e.g., grants) • Internal efficiency and effectiveness • Reduce costs for Federal Government administration by using best practices in areas such as supply chain management, financial management, and knowledge management Page 9

  10. The Vision: Order of magnitude improvement in the federal government’s value to the citizen; with decisions in minutes or hours, not weeks or months

  11. How? • Unify Infrastructure • Unify access to data stores • Collect the data once (requires agreement on data definitions) • Integrate customer interface • Monitor and measure (define success and measure) • Simplify Processes • Define and build integrated delivery channels • The Teeth • If you don’t play, you don’t get funded • The FEA is a framework for making IT investment decisions for FY 2005 Budget (Form 300s)

  12. The Federal Enterprise Architecture

  13. The Federal Enterprise Architecture (FEA) is: • A Business-Focused Framework for Cross-Agency, Government-wide Improvement • A new way of describing, analyzing, and improving the Federal Government and its ability to serve the citizen The FEA will provide the ability, for the first time, to look across the Federal Government and identify opportunities to collaborate, consolidate, and leverage IT investments

  14. Federal Enterprise Architecture (FEA) Performance Reference Model (PRM) • Government-wide Performance Measures & Outcomes • Line of Business-Specific Performance Measures & Outcomes Business Reference Model (BRM) • Lines of Business • Agencies, Customers, Partners Business-Driven Approach Component-Based Architecture Service Component Reference Model (SRM) • Service Layers, Service Types • Components, Access and Delivery Channels Data Reference Model (DRM) • Business-focused data standardization • Cross-Agency Information exchanges Technical Reference Model (TRM) • Service Component Interfaces, Interoperability • Technologies, Standards Recommendations The FEA is a set of inter-related “reference models” to facilitate collaboration and information sharing

  15. Telephone • Voice • Interactive E-system to System/ Web Services Public/ Private Partnerships Face to Face Fax Kiosk Mail The FEA Business Reference Model (BRM) is a framework for describing the Lines of Business performed by the Federal Government independent of the Agencies that perform them Internet/ Portal Citizen to Government Access Channels Services for Citizens Services to Citizens Program Admin Compliance Program Admin Compliance Public Asset Management Public Asset Management Regulated Activity Approval Regulated Activity Approval Marketable Asset Management Marketable Asset Management Consumer Safety Consumer Safety Defense & Nat’l Security Ops Defense & Nat’l Security Ops Environmental Management Environmental Management Diplomacy & Foreign Relations Diplomacy & Foreign Relations Law Enforcement Law Enforcement Disaster Management Disaster Management Legal Legal Domestic Economy Domestic Economy Revenue Collection Revenue Collection Education Education Trade (Import/Export) Trade (Import/Export) Energy Management Energy Management Transportation Transportation Insurance Insurance Workforce Management Workforce Management Public Health Public Health Recreation & National Resources Recreation & National Resources Government Employee to Employee Access Channels Social Services Social Services R&D & Science R&D & Science • Telephone • Voice • Interactive Web Services E-system to System Intranet/ Portal Public/Private Partnerships Face to Face Fax Mail Support Delivery of Services Controls and Oversight Public Affairs Internal Risk Management and Mitigation Federal Financial Assistance Legislative Management Business Management of Information IT Management, Regulator Management Planning and Resource Allocation Internal Operations / Infrastructure Inter-Agency Human Resources, Financial Management Admin Supply Chain Management Human Resources, Financial Management Admin Supply Chain Management

  16. Business Reference Model (BRM) Status • Version 1.0 published in July 2002 • Used in the FY 2004 budget process • Analysis of agencies’ FY 2004 budget submissions revealed multi-billion dollar consolidation opportunities across the Federal Government • Financial Management • Human Resources • Data and Statistics Development • Monetary Benefits • Criminal Investigations • Public Health Monitoring • Need for Enterprise licensing • Version 2.0 is in Final Agency Review

  17. Strategic Outcomes The Performance Reference Model (PRM) will help agencies identify the performance improvement opportunities that will drive Government transformation Customer Customer OUTCOMES: Mission-critical results measured from a business, program, or customer perspective Results Results Business Business • Customer Satisfaction • Service Coverage • Timeliness & Responsiveness • Service Quality • Service Accessibility • Customer Results Results Satisfaction • Mission Achievement • Outcomes • Financial • Mission Achievement • Service Coverage / Outcomes • Timeliness & • Financial Responsiveness • Service Quality • Service Accessibility OUTPUTS: Measurement of day-to-day activities agencies conduct, as driven by desired business and customer results Processes and Activities Processes and Activities • Financial • Productivity & Efficiency • Cycle and Resource Time • Quality • Security & Privacy • Mgmt. & Innovation • Financial • Productivity and Efficiency • Cycle and Resource Time INPUTS: People, technology, and other assets, measured by their contribution Technology Technology Other Fixed • Financial • Quality & Efficiency • Information & Data • Security & Privacy • Reliability & Availability • User Satisfaction • IT Management Other Fixed People People Assets • Financial Assets • Employee Satisfaction • Recruitment & Retention • Employee Development • Employee Ratios Technology • Financial • Quality, Maintenance & Efficiency • Security & Safety Utilization • Quality & Efficiency • Employee Satisfaction & Technology • Financial Quality of Worklife • Information & Data • Quality, Maintenance, & • Recruitment & Retention • Security & Privacy Efficiency • Employee Development • Reliability & Availability • Security & Safety • Employee Ratios • User Satisfaction • Utilization • IT Management Value

  18. The Service Component Reference Model (SRM) classifies capabilities (or service components) Performance Reference Model ( PRM ) Outcomes and Measures Business Reference Model ( BRM ) Service Component Reference Model ( SRM ) Technical Reference Model ( TRM ) Support Delivery of Services Rule Publication Technologies Platforms J2EE .NET Windows NT Knowledge Mgmt CRM Content Mgmt Collaboration Search Portal Personalization Regulatory Management Policy and Guidance Devel. Public Comment Tracking Regulatory Development Rule Publication Data Mgmt ODBC JDBC Business Logic Business lines and functions Supporting technology and standards Enabling capabilities, components, and services Data and Information Reference Model (DRM) Classification, Categorization, XML, Sharing Component-Based Architecture Service Components Service Types Service Layers

  19. Examples of Service Components of a Business Function (Technology and Agency Independent) Business Function: Regulatory Management Customer Relationship Management Personalization / Subscriptions BRM Search Engine SRM (Service Components) Content Management Access Control, User Management Document Library A Service Component is a functional capability which assists the business in accomplishing its mission Problem Tracking, Case Management Payment Collection (Pay.Gov)

  20. Performance Reference Model (PRM) Outcomes, Measurements, Metrics Business Reference Model ( BRM ) Service Component Reference Model ( SRM ) Technical Reference Model ( TRM ) Rule Publication Support Delivery of Services Technologies Platforms J2EE .NET Windows NT Knowledge Mgmt CRM Content Mgmt Collaboration Search Portal Personalization Regulatory Management Policy and Guidance Devel. Public Comment Tracking Regulatory Development Rule Publication Data Mgmt ODBC JDBC Business Logic Enabling capabilities, components, and services Business lines and functions Supporting technology and standards Data and Information Reference Model (DRM) Classification, Categorization, XML, Sharing Component-Based Architecture Service Components Service Types Service Layers The FEA Technical Reference Model (TRM) is a component-driven, technical framework that identifies the standards and specifications that comprise a Service Component

  21. Each tier is comprised of multiple categories that describe the technologies, standards, and specifications that support the service component FEA Technical Reference Model (TRM) - Snapshot Service Access and Delivery Service Framework Service Platforms Access Channels Service Transport Supporting Platforms Component-Based Architecture Web Servers Delivery Channels Application Servers Security Service Requirements Development Environment Presentation / Interface Database / Storage Business Logic Data Interchange Hardware / Infrastructure Data Management Service Interface and Interoperability

  22. Collectively, the TRM technical tiers provide a robust and effective foundation to support the reuse and delivery of service components FEA – Technical Reference Model How to leverage and access Service Components Service Access and Delivery Access Channels Delivery Channels Service Requirements How to build, deploy, and exchange Service Components Service Framework Component Architecture Security Service Interface / Interoperability Service Transport Presentation / Interface Business Logic How to support and maintain Service Components Data Interchange Service Platforms Data Management Service Platforms

  23. As a foundation, the tiers within the FEA TRM reside across a typical network and application topology Demilitarized Zone (DMZ) Internal Network Outside World Leveraging or Using A Service Component Components Synchronous / Asynchronous Databases Service Platforms (J2EE, .NET) Service Interface Domain Firewall (ACL, IP’s) Service Transport Delivery Channels Protocol Firewall (HTTP, Port 80) Access Channels Service Requirements Directory Services Business Intelligence Building a Service Component or Application Security Presentation / Interface Business Logic Data Interchange Data Management

  24. The Federal Enterprise Architecture Management System (FEAMS)Personalization (My FEAMS), Content Aggregation Options to Personalize Content within each dialog box Aggregation and roll-ups of data to support rapid navigation Downloadable Reports and Guidance Visualization tools to graphically illustrate cross-agency synergy possibilities

  25. The Federal Enterprise Architecture Framework (FEAF)

  26. Perf Business Applications Data/Information Technology Engineering the Transition Transitional Processes Engineer for Agency As-Is To-Be Target “To-Be” Architecture Current “As-Is” Architecture Perf Business Service Comp. Data/Information Technology Strategic Direction Map to FEA (Ultimately, Re-Use) Standards

  27. The FEA and Agency Frameworks • The FEA is the Enterprise Architecture for the ENTIRE Federal Government (Top-Down Categorization) • Federal EA Frameworks • The Federal Enterprise Architecture Framework (FEAF), developed by the CIO Council • FEAF Version 1.1, September 1999, is Current, Version 2 is Stalled • Nonrestrictive; Agencies Can Interpret • The DOD Architecture Framework (DODAF), based on the C4ISR (Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance) Framework • The Treasury Enterprise Architecture Framework (TEAF) • The EA Management Maturity Framework (GAO v.1.1 4/2003)

  28. The Teeth • Agencies must develop and maintain an enterprise architecture • Mandated by Clinger-Cohen Act of 1996 • Must be referenced in Budget Submissions • By collaboration and re-use, can share costs • FEA will help to identify areas for re-use • FEAMS will be repository of Agency Architectures

  29. The FEAF – Peeling the Onion based on the Zachman Framework

  30. The JWOD EA/BPR Project

  31. The Javits-Wagner-O-Day Program • To create jobs for people with disabilities by providing goods and services to the Federal Government • Implemented by an independent Federal Agency, The Committee For Purchase From People Who Are Blind or Severely Disabled • Two Central Nonprofit Agencies • National Industries for the Blind • NISH, which supports people who have other severe disabilities • People with disabilities working at nonprofit agencies around the country

  32. JWOD Products and Services • Services • Call centers, janitorial, ground maintenance, ship stocking, base supply centers, etc. • Products • Skilcraft pens and other office supplies, military unique products (e.g., uniforms), hardware, cleaning products, medical supplies (e.g., latex gloves), etc. • Distribution • Staples, Office Depot, GSA Advantage!, jwod.com, base supply centers, direct to Federal Agencies

  33. The JWOD EA/BPR Project, from Bottom up -- • Needs from an IT Perspective • A new, Enterprise-wide IT System • Consistent, accessible information to all organizations • Needs from a Business Process Perspective • Improved business processes, across all organizations • Coordination and cooperation • Clarified Roles and Responsibilities • Needs from a Program Perspective • Overall Buy-in to Strategic Objectives and Performance Measures More Challenging

  34. EA Supports the JWOD Modernization • New IT must support Business Processes, which must support Mission Objectives • Strategic Planning • Documenting Current Architecture • Facilitating Development of Improved Business Processes, Enhancing Cooperation • Defining Target Architecture – Across Program • Business Processes, Performance Measures, • Service Components / Application Architecture • Technical / Infrastructure • Aligning to Federal Enterprise Architecture

  35. What makes it hard -- • No point in automating processes you don’t need to be doing – • Need new strategic plan! • How should program resources be managed? • Need organization-wide alignment • Need integration of automation across multiple organizations • Including commercial organizations, nonprofits and government • Entire supply chain? • Not the whole Federal Government, TODAY…

  36. What makes it possible -- • Senior Leadership Buy-in • The have an EA Champion • New Presidential Appointees • People Want to Have Impact • Recognition of Benefit of Program-wide Integration • OMB and Presidential Guidance • Federal Enterprise Architecture • E-Gov Focus • Technology Enablers • All players want to upgrade technology • Time to get off that client/server • Time to break down stovepipes and make services available over the Web • XML and Web Services – for some transactions

  37. Where the FEA is Taking Us – Future Potential

  38. Huge Future Potential for Improving Federal Automation over the Long Haul • As Big of an Impact As The Web • The Web made Static / Dynamic Information Available to Users • Cataloged, Architected Web Services make Data and Processes Available to Developers in Other Agencies • More Data / Code / Service Sharing • Cost Savings, Not Re-inventing the Wheel • More Flexible Boundaries – Federal Agencies, States, Local Government, Private Industry, … • Issues of Data Ownership, Data Quality, Data Privacy and Security • Ownership Issues – Who Maintains Services in Repositories if Multiple Agencies Use Them? • Sensible IT Investment Decisions

  39. The point people miss…! Enterprise Architecture is NOT about building a massive inventory of information about IT systems. Enterprise Architecture is about ALIGNING systems to support processes that support the MISSION across agencies, and measuring the performance of the organization in achieving the mission. The TARGET Enterprise Architecture includes reorganizing SOME systems into accessible, reusable components.

  40. The Guidance is a Moving Target • The Business Reference Model version 2.0 is overdue, but soon! • The Service Component Reference Model version 1.0 is in Draft (out for agency review) • The Technical Reference Model version 1.0 is in Draft (out for agency review) • The Data Reference Model is not out at all but is promised this summer • The FEAMS is not ready yet • The FEAF 2.0 appears to be derailed

  41. Challenges in Software Engineering • Increased Focus on Business Objectives and Business Process • Need to optimize process across the enterprise • If it is to be shared it has to be generic / common • Engineer for Re-Use / Sharing • Need to Select Appropriate Level of Granularity • Code Re-Use is Downstream, Component Re-Use • Security, Repositories, Rules of Engagement Need to be Worked Out • Engineering for Interoperability • Standards Gaps, Cross-Platform Issues Will Still Need Working Out

  42. References • Federal Enterprise Architecture Program Management Office (FEAPMO) • http://www.feapmo.gov • Industry Advisory Council (IAC) Enterprise Architecture SIG • www.iaconline.org, http://www.ichnet.org/IAC_EA.htm • FEA Bibliography (evolving) • www.ursamajorconsulting.com

  43. Questions/ Discussion

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