Information Architecture: Planning for Success A Presentation to the Data Management Association National Capitol Regi

1. Information Architecture: Planning for SuccessA Presentation to the Data Management Association National Capitol RegionJanuary 8, 2002 Ted Griffin Office of Science, Department of Energy Jason Kruse and Todd Forsythe, Stanley Associates, Inc.

2. Background • Spoke to Data Management Association National Capital Region in May • Successes in Data Architecture • Invited to Return • Planning for a Successful Information Architecture

3. Agenda • Ted Griffin, Federal Lead: Lessons We Learned the Hard Way • Q&A with Ted Griffin and Contractor Leads: Jason Kruse and Todd Forsythe

4. Information Architecture • Where we are • How we got there • What we learned along the way

5. Our Goals • Help customers perform their jobs better • Focus on service • Supports customer business activities • Supports customer priorities • Involves the customer • Comply with Clinger-Cohen

6. How We Accomplish Our Goals • Planning: Implement an Information Architecture • Principles • Information Resources Catalog • Business Model • Data Architecture • Applications Architecture • Technology Architecture • Strategic Plan • Operating Plan

7. Eight Components of Information Architecture Business Model Strategic Plan Principles Application Architecture Technology Architecture Data Architecture Operating Plan InformationResourcesCatalog

8. How We Accomplish Our Goals • Execution • Service level descriptions • Best practice process for new service development/engineering • Performance measures

9. Where We Are • Process • Information Management (IM) Strategic Plan • Covers fiscal year 2002–2006 • Focuses on current and new IM services and supporting technologies • All services support business activities • Budget based on IM Strategic Plan

10. Where We Are • Process (continued) • IM Operating Plan • Covers fiscal year 2002 • Based on IM Strategic Plan and budget • Focuses on current and new IM services and supporting technologies • Also provides service level descriptions and performance measures • All IM implemented supports business activities • Only process used

11. Where We Are • Customer Involvement • Top management support • Executive Steering Committee (ESC) • IM Board • Recommends IM Strategic Plan to ESC • Recommends annual IM Operating Plan to ESC • Recommends and defends annual IM budget to ESC • Approves changes to the IM Operating Plan

12. Where We Are • Customer Involvement (continued) • Customer Information Advisory Group (CIAG) • Partners with IM team to develop draft IM Strategic Plan • Partners with IM team to develop draft IM Operating Plan • Main driver of IM to be provided • Works with IM team to fine-tune day-to-day IM operations

13. Where We Are • Customer Involvement (continued) • Reference groups • Work with IM teams during system development • Decisions based on customer-developed principles • Customer driven

14. Where We Are • Communications • Customers know what services are currently available • Customers know what services are planned for delivery • Customers know the process used to identify what services will be provided • Customers are given standard briefings on new service efforts • All communications are provided from one source

15. Where We Are • IM Organization • Organized based on Information Architecture process • Strategic Planning and Architecture • System Development • System Engineering • Application Integration and Management • Production • Program Management • Current services and new services managed by above five IM organization functional areas

16. Where We Are • Execution • Service level description • Best practice process for new service development/engineering • Performance measures • Change management • Budget execution • One standard image • One data store • Interoperability, no costly interfaces • Consistent, responsive service • Provision more cost effective

17. How We Got There • Fiscal Year 1997 • Information Architecture developed and implemented • IM Strategic Plan covered FY 1998–2002 • IM Board and Reference groups established • Fiscal Year 1998 • IM Strategic Plan not updated • Fiscal Year 1999 • IM Strategic Plan updated and enhanced covering FY 2000–2004 • Initiated customer communications

18. How We Got There • Fiscal Year 2000 • IM Strategic Plan updated and enhanced covering FY 2001–2005 • Customer Information Advisory Group created • Service level descriptions developed • Developed standard development/engineering process • Developed performance measures • Formalized budget execution process

19. How We Got There • Fiscal Year 2001 • IM Strategic Plan updated and enhanced covering FY 2002–2006 • Reference group make-up changed • Initiated integrated scheduling • Application Integration Management rework implemented • Change management implemented • Developed and implemented enhanced budget execution process

20. How We Got There • Fiscal Year 2002 • IM Strategic Plan updated and enhanced covering FY 2003–2007 • Roles and responsibilities being reviewed • Standard customer briefings implemented • Developed and implemented enhanced budget execution process • Current services and new service development/engineering managed by all five organization functional areas to ensure integration

21. What We Learned Along the Way • Operating Plan • Process • Base on all service to be provided (what and how) • Develop using the approved IM Strategic Plan and budget • Use to promote trust • Customer involvement • Partner with working-level customers to develop and execute (fine tune and develop) • Work on customer roles, responsibilities, and accountability • Obtain buy-in from IM Board outside of meetings

22. What We Learned Along the Way • Operating Plan (continued) • Communications • Become consultants for customers (i.e., integration, consequences, etc.) • Continue to work on what the customer really wants • Communication services to be provided • Communication progress, integration, and performance measures and use standard briefings • IM Organization • Involve all IM organization functional areas when executing

23. What We Learned Along the Way • Operating Plan (continued) • Execution • Include a budget plan by service • Include a service schedule that the customer understands • Include service level descriptions • Include performance measures

24. What We Learned Along the Way • Strategic Plan • Process • Base on all services to be provided (and supporting technologies needed) • Base on customer-identified priorities (what the customer will get and when, how long it will take) • Develop to justify IM budget needed • Use to promote trust

25. What We Learned Along the Way • Strategic Plan (continued) • Customer Involvement • Partner with working-level customers to develop • Work on customer roles, responsibilities, and accountability • Obtain buy-in from the IM Board outside of meetings • Communications • Become consultants for customers, i.e., priorities, technologies, dependencies, costs • Continue to work on what the customer really wants • Communications services to be provided

26. What We Learned Along the Way • Strategic Plan (continued) • Execution • Include legacy systems retirements and upgrades • Include descriptions of new services that provide sufficient level of information (i.e., capabilities) to cause buy-in by customers and IM folks • Identify prerequisites/dependencies of new services • Lay out services based on a realistic annual budget • Ties all services to business activities • Allow sufficient time • Reference Principles when issues come up

27. What We Learned Along the Way • Technology Architecture • Process • Use to identify technologies to support new services • Use to promote interoperability • Communications • Become consultants for customers (i.e., viability, relationship to new services, costs) • Provide an understandable view • If the customer understands the functionality of the current and new services to be provided, they are less interested in the infrastructure needed • Execution • Break up into meaningful components

28. What We Learned Along the Way • Applications Architecture • Customer Involvement • Partner with working-level customers to develop • Communications • Become consultants for customers (i.e, dependencies, costs) • Execution • Include descriptions of new services that provide sufficient level of information (i.e., capabilities) to cause buy-in by customers and IM folks • Tie all services to business activities • Reference Principles when issues come up

29. What We Learned Along the Way • Data Architecture • Communications • Remove technical terms • Execution • Conduct enough customer interviews to identify and define data needed to support business activities • Keep data migration in mind

30. What We Learned Along the Way • Business Model • Customer involvement • Obtain customer buy-in • Execution • Conduction enough customer interviews to identify all business activities • Identify business owners • Develop as if the top executive will use to describe the business of the organization

31. What We Learned Along the Way • Information Resources Catalog • Execution • Capture all customer systems (including shadow systems) and the corporate applications they interface with • Obtain enough detail to know the business activities they support

32. What We Learned Along the Way • Principles • Customer involvement • Obtain customer buy-in • Use to facilitate decisions by customers • Communications • Become consultants (i.e., consequences, costs) • Execution • When dealing with resistance after buy-in, let the IM Board decide • At first, be good, not perfect

33. What We (the IM Folk) Learned: Culture Change • Process • Must want to focus on service and help customers to their jobs better • Must want to learn about the business of our customers • Must want to justify the services provided based on how the service supports our customers’ business responsibilities • Must want to justify our budget based on customer requirements • Must want to open our budget up to our customers

34. What We (the IM Folk) Learned: Culture Change • Customer Involvement • Must want to work jointly with our customers to determine the services we will provide • Must want to discuss all aspects of our IM business with our customers • Communications • Must want to publicly identify the services we provide • Execution • Must realize that it is both a technology issue and a people issue

35. Questions and Answers

36. Team Schedule / Plan Enterprise Information Architecture Process Information Knowledge

37. Contacts • Mr. Ted Griffin, SC-65 Strategic Planning and Architecture Federal Lead, Department of Energy (301) 903-4602 Ted.Griffin@science.doe.gov • Jason Kruse, Stanley Associates Architecture Team Director (301) 903-6592 Jason.Kruse@science.doe.gov • Todd Forsythe, Strategic Planning & Architecture, Stanley Associates (301) 903-6409 Todd.Forsythe@science.doe.gov