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E-Gov and the Federal Enterprise Architecture

E-Gov and the Federal Enterprise Architecture. Presentation to the Ontolog Forum Marion A. Royal November 06, 2003. The Federal Enterprise Architecture is a business-focused framework.

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E-Gov and the Federal Enterprise Architecture

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  1. E-Gov and the Federal Enterprise Architecture Presentation to the Ontolog Forum Marion A. Royal November 06, 2003

  2. The Federal Enterprise Architecture is a business-focused framework • The Federal Enterprise Architecture (FEA) is providing OMB and Federal agencies with a new way of describing, analyzing, and improving the Federal Government and its ability to serve the citizen • The FEA will eliminate the organizational obstacles that have historically hindered improvement without forcing reorganization • The FEA is a business-focused approach and is not just for IT • The FEA provides a common framework for improving a variety of key areas: Business Line Focus: Citizen Centered: • Budget allocation • Horizontal and vertical information sharing • Performance measurement and budget/performance integration • Component Based Architecture • Cross-agency collaboration • Improved service to the citizen • e-Government • Process integration • Call center convergence • and more

  3. The Federal Enterprise Architecture will drive consolidation and transformation 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) • Capabilities and Functionality • Services and Access Channels Data Reference Model (DRM) • Business-focused data standardization • Cross-Agency Information exchanges Technical Reference Model (TRM) • IT Services • Standards

  4. What Will the FEA Reference Models Do? • Provide consistent definitions and constructs of the business, performance and technology of the Federal Government. • Serve as a foundation to leverage existing processes, capabilities, components and technologies to build target enterprise architectures. • Facilitate cross-agency analysis and the identification of duplicative investments, gaps, and opportunities for collaboration within and across Federal Agencies.

  5. Defense and National Security Defense and National Security Environmental Management Environmental Management Services for Services for Homeland Security Homeland Security Citizens Citizens Natural Resources Natural Resources Intelligence Operations Intelligence Operations Disaster Management Disaster Management Education Education Law Enforcement Law Enforcement Community and Social Services Community and Social Services Energy Energy International Affairs and Commerce International Affairs and Commerce Economic Development Economic Development Health Health Transportation Transportation Litigation and Judicial Activities Litigation and Judicial Activities Workforce Management Workforce Management Income Security Income Security Correctional Activities Correctional Activities General Science and General Science and Innovation Innovation Mode of Mode of Government Service Delivery Government Service Delivery Financial Vehicles Financial Vehicles Delivery Delivery Direct Services for Citizens Direct Services for Citizens Federal Financial Assistance Federal Financial Assistance Knowledge Creation and Mgmt Knowledge Creation and Mgmt Credit and Insurance Credit and Insurance Public Goods Creation and Mgmt Public Goods Creation and Mgmt Transfers to States & Transfers to States & Regulatory Compliance and Enforcement Regulatory Compliance and Enforcement Local Local Gov’ts Gov’ts Legislative Relations Legislative Relations Support Delivery Support Delivery Controls and Oversight Controls and Oversight Public Affairs Public Affairs of Services* of Services* Revenue Collection Revenue Collection Regulatory Development Regulatory Development Internal Risk Mgmt and Mitigation Internal Risk Mgmt and Mitigation Planning and Resource Allocation Planning and Resource Allocation General Government General Government General Government Supply Chain Management Supply Chain Management Administrative Management Administrative Management Management of Management of Government Resources Government Resources Human Resource Management Human Resource Management Information and Technology Information and Technology Management Management Financial Management Financial Management The Lines of Business of the Federal Government, independent of the agencies • Version 2.0 of the BRM includes: • 4 Business Areas • 39 Lines of Business • 153 Sub-functions Page 5

  6. The FEA is being constructed through a set of inter-related “reference models” 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 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 Page 6

  7. FEA Common Process View Background – Development Drivers • BRM has not been sufficiently built-out to provide the needed level of detail on work performed • Agency approaches to process level definition, decomposition, and depiction vary greatly • Limits ability to create meaningful linkages to performance, data, components, IT infrastructure, and security & privacy controls – within and across Agencies • Constrains analysis of Federal lines of business and cross-Agency IT investments • Impedes identification of opportunities for reform and transformation

  8. Line of Business (BRM) • Owner & Sponsor • Performance (PRM) • Stakeholders • Roles & Responsibilities • Resources • work force • Components (SRM) • IT infrastructure (TRM) • other assets • Location • Information Transactions & Exchanges (DRM) • Interfaces & Dependencies • Timing • Controls • governance • business rules • entry & exit conditions • Security & privacy FEA BRM Hierarchy Focus on Decomposition to the Process Level Process Definition, Decomposition, and Depiction Business Areas Business Value Chain Level 0 Lines of Business Internal Functions Sub-Functions Process Attributes Level 1 Lead Processes Level 2 Line Processes Level 3 Sub-Processes Level 4 Activities Agency Level of Detail Will not be addressed by the FEA Level 5 Tasks Level n

  9. Preliminary Approach Determine Path from Processes-Patterns-Components Business Pattern Recognition Questions Application Pattern Recognition Questions Process Types Process Attributes Define and Decompose Business Processes Determine Business Patterns Identify Application Patterns Select Service Components • Directory • Registry • Repository • Process Types • Management Processes • Core/Mission Processes • Support Processes • Process Attributes • Line of Business (BRM) • Owner & Sponsor • Performance (PRM) • Stakeholders • Roles & Responsibilities • Resources • work force • components (SRM) • IT infrastructure (TRM) • other assets • Location • Information Transactions • & Exchanges (DRM) • Interfaces & Dependencies • Timing • Controls • governance • business rules • entry & exit conditions • Security & privacy • Reference Architectures • Architectural Patterns • Design Patterns • Analysis Patterns • Business Patterns • Self-Service • Collaboration • Information Aggregation • Extended Enterprise • Access Integration • Patterns • Application Integration • Patterns • Application Patterns • Runtime Patterns Reuse or Develop Solutions Select, Configure, and Integrate Products • Composite Patterns

  10. Business Reference Model (BRM) Performance Reference Model (PRM) Metrics & Indicators Context & Conditions Security & Privacy Security & Privacy Measures Workflow Process Definition Decomposition Depiction Reusable Patterns & Components Object Modeling UML, MOF, Meta-Model Object Modeling UML, MOF, Meta-Model Applications Security & Privacy Information Exchange Security & Privacy Directory, Repository, Registry Data Reference Model (DRM) Subjects & Schema Service Component Reference Model (SRM) Interoperability Security & Privacy Standards & Specifications Technical Reference Model (TRM) Preliminary Approach Define Process Attributes Reusable Patterns & Components

  11. Data & Information Reference Model

  12. Stewardship Stewardship Ownership Ownership Definition Definition (manages (manages ) ) (owns) (owns) (defines) (defines) Subject Areas Subject Areas FEA FEA - - PMO/Agencies PMO/Agencies FEA FEA - - PMO PMO FEA FEA - - PMO/AIC PMO/AIC Super Super - - Types Types FEA FEA - - PMO/Agencies PMO/Agencies FEA FEA - - PMO PMO FEA FEA - - PMO/AIC PMO/AIC Communities of Communities of Communities of Communities of Communities of Communities of Information Information Practice/Agencies/ Practice/Agencies/ Practice/ Practice/ Agencies Agencies Practice/ Practice/ Agencies Agencies Exchange Exchange Industry Industry Communities of Communities of Communities of Communities of Communities of Communities of Practice/Agencies/ Practice/Agencies/ Data Object Data Object Practice/Agencies Practice/Agencies Practice/Agencies Practice/Agencies Industry/ISO* Industry/ISO* Communities of Communities of Communities of Communities of Communities of Communities of Practice/Agencies/ Practice/Agencies/ Data Property Data Property Practice/Agencies Practice/Agencies Practice/Agencies Practice/Agencies Industry/ISO* Industry/ISO* Communities of Communities of Communities of Communities of Communities of Communities of Data Data Practice/Agencies/ Practice/Agencies/ Practice/Agencies Practice/Agencies Practice/Agencies Practice/Agencies Representation Representation Industry/ISO* Industry/ISO* * Thousands of data elements have already been defined within IS * Thousands of data elements have already been defined within IS O 11179 that O 11179 that the Federal Government can adopt / take advantage of the Federal Government can adopt / take advantage of DRM Ownership/Stewardship

  13. Component Life Cycle Develop Capabilities AIC Subcommittees (AIC SC) Register Components Identify Gap Approval Process AIC SC Component Life Cycle Certify Maintain, Update, Retire Publish Use Recommend/ Mandate AIC SC CIO OMB

  14. Purpose of Process Analysis • We want to encourage groups of process owners to answer two questions together • How alike are these processes? • How are these processes related?

  15. Process Likeness and Relationships • Identity – same purpose and outcome, stakeholders, inputs, outputs, major activities, and performance attributes • Shared customer – linked purposes, different outcomes, parallel stakeholder relationships, sometimes links between activities, and potentially shared performance attributes • Structural – different purposes, similar outcomes, parallel stakeholder relationships, same type of inputs and outputs, parallel major activities, and similar performance attributes • Linked – shared purpose and outcome, same owner but other stakeholders may be in different roles, output of one process an input to the other, different activities, likely shared performance attributes • Facing – connected purposes and symmetric outcomes, different owners with each owner a key stakeholder in the other process, key output of one process a key input of the other, different activities but some mirroring is likely, and performance attributes are meaningful in at least one direction if not both directions

  16. Performance Attributes • Outcomes • Duration • Cost per occurrence • Conditions of satisfaction • Process behavior • Rules passed/compliance • Assessment

  17. Input and output types • Document/Report • Record • Message • Physical product • Event (mostly input)

  18. Stakeholder roles • Performer • Owner • Sponsor • Inspector • Beneficiary • Bystander

  19. Types of process information • Demographic – name(s), purpose and outcome, owner, key stakeholders, performance attributes • Gross discriminators – input, output, major activities • Fine discriminators – input and output type, relationships to other processes, flows between major activities

  20. Level 0 Questions • Who is the chief beneficiary of this process? Who cares chiefly about the outcome? Who must be satisfied for the process to be considered to have completed successfully? • Citizen (G to C) • Business (G to B) • Employee (G to E) • Other government (G to G) • Is the chief beneficiary performing the major activities? Is the process responsive to the actions of the chief beneficiary? If yes, self-service.

  21. Level O Questions – continued • If someone other than the chief beneficiary of the process is performing some of the major activities, is the chief beneficiary interacting extensively with that other stakeholder? Is the chief beneficiary receiving communications and making choices during the process? If yes, collaboration. • If someone other than the chief beneficiary of the process is performing all or most of the major activities, is that stakeholder drawing primarily on internal or external information? If internal, information aggregation. If external, extended enterprise.

  22. Business Patterns • Self-service: chief beneficiary performs major activities and has significant impact on the process outcome • Collaboration: two or more stakeholders interact extensively to achieve a joint outcome • Information Aggregation: a performer other than the chief beneficiary of the process draws mostly on capabilities within his or her organization • Extended Enterprise: a performer other than the chief beneficiary of the process draws substantially on capabilities from outside his or her organization

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