Gem Executive Overview Market For Ee (Gem Ema) 20090315 - pdf

Using the General Endeavor Management (GEM) Approach

Leveraging, Expanding, and Unifying OMB FEA and DoDAF Compliant Enterprise Architectures

Orientation and Discussion Slides

Roy Roebuck

[email protected]

3/26/2009 2

ENTERPRISE(Organization)

(Organism)(Organ)(Object)

ENVIRONMENT

METABOLIC ACTION ON RESOURCES(TRIGGER, INPUT, CONTROL, OUTPUT, MECHANISM)

Opportunity and

Competition / Threat /

Risk

Strength and Weakness /

Vulnerability

GEM Start Point: An Enterprise is Treated As A Single Object In a Dynamic Environment

Enterprise 1

Enterprise 2Enterprise 3

Enterprise = a purposeful endeavor

Value-Chains

Presenter

Presentation Notes

Using GEM, all enterprise efforts start from a unitary or holistic viewpoint, rather than a fragmented perspective. This diagram illustrates that an enterprise, as a purposeful endeavor of any scale and scope, can be considered an object, a single dynamic subsystem, within a larger dynamic system, its environment. The enterprise as subsystem, in turn, is seen as comprised of large numbers of interoperating components. This is equivalent to one of the “knots” in a “fishing net” of latticed relationships One way of looking at this is to ask the question: How many things are there? The answer will probably be either "an infinite number" or "one". One thing, with its various interdependent components, is easier to understand and manage that millions of separate things. This applies especially to human enterprise where each person within the enterprise is an integral component, and yet is also a unique and interdependent entity from other perspectives. Using this perspective, management of an enterprise can follow widely applied concepts of object management. Object management, and thus enterprise management, takes an inherently “engineered” approach, and thus this holistic approach to management is also called Enterprise Engineering. Because of the unitary and fully-interconnected foundation of this approach, the concepts of differentiation, analysis, synthesis, and integration within the enterprise are subsumed within enterprise engineering. The efforts of “Integration” and interoperability are less complex when this unitary approach is taken. The economical Refinement (decomposition) and maintenance of mission, function, and process, from a high level and stable unitary framework, becomes the principle focus of application, system, and service development, rather than the difficult integration of fragmented and inconsistent functions and processes. (Roy’s Note: Roy Roebuck, 12/11/2006, This "object model" of the enterprise came into my thinking while studying for my Master's Degree around 1982. While studying "systems management" and the shortcomings of that discipline, I envisioned that there was only one system, and everything else was a subsystem. Thus every "endeavor" or enterprise, as an "object" was a dynamic subsystem in a larger dynamic system, its environment, with the environment extending out to encompass everything.)

B. Management (By Executives and Staffs)

A. Leadership

3/26/2009 3

EA Supports Leadership with Enterprise Cohesion and Coherence

Cohesion of Intention By Managing a Coherent Configuration (Endeavor Architecture) (EA):

1. Components (Subjects)1.1. Locations1.2. Organizations1.3. Organization Units1.4. Functions1.5. Processes1.6. Resources2. Relations2.1. Requirements2.2. Questions and Answers

Measured and Adjusted Progression Towards Defined Future State

1 Where we are today…(As-Is Disorder)(Management)

2 Where we want to go…(To-Be Order)(Leadership)

3 How we’ll get there(Migration)

(Management)

Shortfalls and deficiencies

Gaps andOverlaps

TransitionPlans

Presenter

Presentation Notes

Enterprise Architecture provides the mechanism for Leadership Cohesion and Progression, and for Management capability.

A Subject’s Context and Content

Containeror Predecessor

Subject X

Componentor Successor

Subject Y

BaseSubject

ChildSubject

ParentSubject

ParentageInheritance

DescendantInheritance

PastChange

FutureChange

Present Change

Context

Content

Context

Context

Content

Content

Presenter

Presentation Notes

All subjects of interest to an endeavor have both content (i.e., details) and context (i.e., environment or situation).

Direct and Indirect Subject ConnectionsBasic Modeling Technique

Subject A(Noun)

is directly related to(verb)

Subject B(noun)

Subject C(noun)

is directly related to(verb)

is indirectly related to(has inferred or transitive relationship)

(verb)

Context Content

Context

Content

Context

Content

Presenter

Presentation Notes

All subjects, and their context and content, can be represented in a structured form (i.e. modeled) to their deepest level of detail and their broadest contextual scope by consistently using this basic modeling technique.

The Enterprise ObjectValue Chain Relationship Elements

5.Supplier

(Input )

2.1Products

2.2 Process

2.3 Structure

2.4Culture

2.Your

Enterprise(Internal, Insource ,

and OutsourceActivity)

1.Customer

(Output, Outcome)

4.Partner(Output,

Mechanism)

3.Authority

(Control)

6.Public( Output, Control)

Perform,Measure,

andImprove

4.Partner

(Input, Mechanism)

6.Public

(Input, Control)

Predecessor Value-Chain Links

Successor Value-Chain Links

Internal Value-Chain Links

Presenter

Presentation Notes

An enterprise, as a single purposeful thing (i.e., object) within its environmental context, has a dynamic customer focus and identifies the corresponding dynamic relations between an enterprise’s customers, suppliers, authorities, partners, and the public. This is an expanded view of a customer-focus model used to identify the corresponding two-way communication and relations between an enterprise’s customers, suppliers, authorities, partners, and the public.

3/26/2009 7

What Is General Endeavor Management (GEM)?A closed loop methodology (i.e., a detailed, self-refining procedure) for building, managing, improving an endeavor’s operations and its decision life cycles. GEM can be implemented as an Intelligence and Operations Management Life Cycle Information System for any purpose at all levels of endeavor activity, for all types of endeavors.

A design for a “common backplane” intelligence and strategic operations management information system, that can support management at any scale from individual to universalA way of perceiving the adaptive endeavor as a single thing within its larger dynamic environment

An executable model of a general endeavor, adaptable to any specific endeavor

A proposed “best practice” for managing, and a core practice for management consulting

Strategic Operations From

Managed Intelligence

Operational And Analytical

IntelligenceRefinement

Intelligence (Semantic)Inventory

IntelligenceUnification

Situational Resource Distribution, Access

Provisioning, Semantic Simulation, and Virtual

Applications

Operations Management

Intelligence Management

Presenter

Presentation Notes

The generalized management capabilities of the GEM approach are designed, as an executable model, also known as a “dynamic virtual application”, to enable any endeavor and its participants to ask and answer evolving questions of any complexity spanning the larger endeavor and its component endeavors, and the environment surrounding them, in a very simple and intuitive way. The approach for implementing and then applying GEM within a given endeavor is designed to be as simple and cost-effective as possible, leveraging advanced semantic, metadata management, and operations management technologies wherever possible. Every thing of interest to the endeavor can be managed at the physical, conceptual, process, and data levels using GEM , with GEM implementation and subsequent ongoing GEM use providing a comprehensive and coherent base of knowledge for each and every endeavor operation. A GEM-based/enhanced/extended system provides automated support for management, from the general to the specific. Following the open-standards-based GEM approach, and using the GEM open-standards distributed repository, implemented from one of several 3rd party commercial products, enables any endeavor to quickly resolve its toughest problems. For example, any Intelligence (e.g., market, criminal, defense) Fusion requirement can be fully supported using the GEM integrated spiral life cycle management model, shown here, implemented as an endeavor-wide information management system.

3/26/2009 8

What Are The Functions and Products of GEM?

GEM Functions1. Conduct operations under access control2. Learn from operations using intelligence

management functions3. Inventory intelligence (metadata and data)4. Organize intelligence (Knowledge Management)5. Implement resource distribution, access control,

security architecture, simulations, and virtual applications

1. Operation Management 2. Intelligence

Refinement

3. IntelligenceInventory

4. IntelligenceStructure

5. Resource Distribution and

AccessProvisioning

Enterprise Operations

Enterprise Intelligence

GEM ProductsA. Operational experienceB. Operational/analytical results and dataC. Vulnerability/Risk Assessment D. Extracted intelligence, managed metadata and data,

intelligence integration/fusionE. Management intelligence, EA, and requirements for asset

access and distributionF. Vulnerability/Risk IdentificationG. Intelligence distribution for concurrent operations (i.e.,

cooperation), analysis, and decisions

G

A

B

DE

C

F

Presenter

Presentation Notes

In the broadest terms, GEM provides the mechanism to turn experience into improved intelligence, and intelligence into improved experience. These GEM products are available to any organization that goes through the GEM approach’s process.

GEM Overview – Operations Management Life Cycle Views

3/26/2009 9

Implement

SWOT

Risk

Mission/Architecture

Strategy

Measure

Value-ChainSuccessOperations

2. Operations

1. Intelligence

2. Processes

1. Metadata, Data, Semantics

2. Methodology (GEM)

1. Metamodel (EMA)

Strength, Weakness, Opportunity, and Threat (SWOT)

Assessment

Value Chain Assessment (Products, Customers,

Suppliers, Partners, Authorities, Public, Internal Analysis)

Gaps and Overlaps (G&O)

Architectural Knowledge

Organization, Function, Program, or Project OperationsMission

VisionGoals

Performance Measures (Success Indicators)Strategies

Baseline Operations AnalysisProducts/ServicesActivities/SystemsCosts/Benefits

Initiatives (Unfulfilled Requirements)Investment CostPerformance ImpactOperations Cost Impacts

Implemented Plans ReviewActual Performance Assessment

Value Chain AssessmentSWOT AssessmentGaps and Overlaps

Improvement EffortsArchitecture Refinement

3/26/2009 10

Enterprise Basic Questions And Assertion Structure

RESOURCE CONTEXTWhat goes into ___?What results from ___?What constrains ___?What enables ___?

PROCESS CONTEXTHow do we ___?

FUNCTION CONTEXTWhat is done for ___?Why is ___ done?

ORGANIZATION UNIT CONTEXTWho does ___?Who supplies ___?Who produces ___?Who receives ___?

ORGANIZATION CONTEXTWho is responsible for ___?Who has the authority to ___?Who has the resources for ___?

LOCATION CONTEXTWhere is ___?

REQUIREMENT LIFE CYCLE CONTEXTWhen is ___?How many ___?How often are ___?How much is ___?

BASIC QUESTIONS IN CONTEXT

(User Query of GEM Fact Table)

SUBJECT LocationData

Organization Data

Organization Unit (Performer) Data

Function Data

Process Data

Resource Data

Requirement Life Cycle Data

Presenter

Presentation Notes

Basic Enterprise Questions – The Faster They Are Factually And Accurately Answered, From the Broadest Perspective, The Better For The Enterprise and its customers. A GEM-based repository or information system (GEMIS) answers basic questions about "things" of interest to an enterprise with all available speed, validity, and completeness, from a number of views. The roots of such basic questions, or primitive interrogatives, are: where, who, why, what, how, with what, for what, how many, how much, how often, and/or when. Any enterprise must be able to answer questions such as these, singly or in combination, as quickly and fully as possible, to reduce production cycle time and cost. Decisions come from the answers to such questions. Question like this and a near infinite number of similar questions can be answered routinely by an information system built using the GEM approach. Each member or distinct group within the enterprise would use the GEM to build an "interest" profile. With this profile, they would use various techniques/technologies to "explore", "mine", and "link-to" internal and external information sources for relevant information on predefined and ad-hoc schedules, initially populating and subsequently refining the GEMIS. The interest profile also enables the members/groups to be automatically informed by the GEMIS. Within a unitary view, each basic question falls within a dimension of the enterprise. Compound/complex questions require multiple dimensional views. Within the unitary view, a user can ask a near infinite number of questions, with the context of the basic questions relating to the user's functional area or program/project responsibilities. All MIS are designed to answer “closed world” questions for their narrow purpose and context. A unitary MIS such as GEMIS is built to answer all “open world” questions from any recorded context, and is a multidimensional database (MDDB). In can display data in all the combinations and permutations available. An example of a multidimensional question is: How many (1) PC's, with (2) less than 16MB of RAM, are (3) on-hand or (4) on-order that support the (5) Scheduling activity, within the (6) Training program's (7) project management training function, broken down by (8) office code and (9) Site/Building/Room, and what are the (10) names of the persons who have or will receive them? Answer this question accurately every 24 hours. The ten dimensions of this query require consistent data structure and values. Using a GEMIS, in examining the context and content of a subject, we are provided the means to answer these types of questions about the subject, in any order and combination, to the degree that the context and content is recorded. The purpose of any management system is to be able to answer questions like these, singly or in combination, about anything of value within or around the enterprise. These answers would then be used for assessment, analysis, planning, decision making, operation, and maintenance of those things that the enterprise considers important. To answer these questions, relevant facts and plans must be recorded, organized, and made accessible and maintainable. GEM provides a mechanism by which enterprise management, based on these facts and plans, may be accomplished. The basic decision-thinking (e.g., research, analysis, recommendations), decision-making, and planning questions take the form of: when, where, why, who, how, what, how many, how often, etc. These basic questions can be combined to form more meaningful complex questions about the subject, such as: for a subject X, when, what, where, and how many, of what quality, for how long, and how often? The answers to such questions are used to reduce operation cycle time and cost. For example: for a given function and process, when do we need a resource, what specific resource, where do we need it, how many do we need, what qualities should the resource have, how long will we need it, and how often will we need it? These types of questions are common in planning and budgeting, project management, system development, military and business operations, etc. The only thing that really changes in this variety of complex questions is the data values of the subject and questions fields. GEM provides a means for enterprise participants to reach into a single, distributed, organized store of recorded enterprise information, derived from a variety of file, database, message, and directory information stores. From this single store of organized data, a nearly infinite collection of complex questions can be posed and answered about all of the subjects described and organized in the store. When these questions are defined, store, and reused for a particular person, process, function, or other subject, the questions become a basis for continuously refined and self-referenced situational awareness about that subject. The refinement and self-referencing aspects come into play when the data presented by the queries is used to update the operational or analytical data stores with more accurate or current information. This store of operational and analytical data and queries is organized, using the specific design of the GEM, to provide enterprise-level situational awareness for all personnel and processors within the enterprise or its value-chain, dependent on their defined contextual situation within the enterprise. From this organized store of enterprise data and information products, the enterprise leadership and workforce can apply the integral GEM concurrent improvement and strategic management process to identify and track the enterprise mission, goals, objectives, performance measures, strategies, policies, processes, resource plans and budgets, and information requirements.

3/26/2009 11

Enterprise Management (EM) Facets

LOCATIONFACET

ORGANIZATIONFACET

ORGANIZATIONUNIT

(PERFORMER)FACET

FUNCTIONFACET

PROCESSFACET

RESOURCEFACET

REQUIREMENTS(Facet

Relations)

Presenter

Presentation Notes

We’ve formulated the preceding types of questions into what I call the General Endeavor Management Model (GEMM) containing these seven “classes”, “facets”, or “categories” of descriptive information about the subjects of interest to the enterprise. A mechanism to enable the continual flow of improvement focused on customer satisfaction could derive from a single dynamic representation of the enterprise, its customers, and its environment, as shown here. From the GEM, we can build a tool that can generate a near infinite number of views of the enterprise, on an ad-hoc or routine basis, providing a comprehensive Enterprise Management and Membership (EMM) catalog, enhancing the informing, involving, and coordination ability of the enterprise, in whole and in part. It would create the equivalent of an enterprise collaboration system, acting like a combined nervous system (networks, clients, and servers), brain (processes and business rules), and memory (recorded knowledge and data). Using the GEM approach to build your enterprise's information system, you build a capability from which you can create and maintain a supplier-enterprise that is customer focused and continuously improving.

3/26/2009 12

Interoperable Enterprise Management (EM) Through Merged Terminology (Taxonomic Facets) and Architecture

Unified ManagementTerminology and Architecture

Domain B TerminologyDomain A Terminology

Domain C Terminology Domain D Terminology

Presenter

Presentation Notes

By having the stakeholders in the value-chain of an endeavor build up a collection of their terminology using a consistent process and underlying and normalizing semantic structure, the semantic content of the endeavor can be collected, aggregated, normalized, integrated, and unified for unified federated use. This individual, group, and organization stakeholder content would enable building of: term lists from individual lexicons and group glossaries, term dictionaries, term taxonomies (facets), thesaurus for preferred and alternative term translation, diverse and unified viewpoint knowledge structures and knowledge-bases, and detailed value streams, value-chains, and value lattices for the whole endeavor and its parts.

Value Lattice (GEM Ontology and Ecology)

Many Locations

Many Organizations

Many Organization

Units

Many Functions

Many Processes

Many Resources

Many Requirements

Increase value byknowing and optimizing the number of relationships for a given situation.

to

to

to

to

to

to

ManagedRelations and

Attributes

3/26/2009 14

GEM-EMA Value Lattice (Subjects and Linkages)

GEM-EMA

.01 .02 .03 .04 .05 .06LOCATIONCATALOG

ORGANIZATIONCATALOG

ORGANIZATION UNIT(OFFICE/POSITION)

CATALOG

FUNCTIONCATALOG

PROCESSCATALOG

RESOURCECATALOG

MISSIONCATALOG

.07

1.0ENDEAVOR

CONTAINSCONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS

Location Contains Organization

Organization Establishes OU

OU Accomplishes Function

Function Applies Process

Process Produces/Consumes Resource

Resource Satisfies Requirement

Organization Occupies Location

OU Perform Mission

Function Justifies OU

Process Achieves Function

Resource Inputs-To/Results-From Process

Requirements are Satisfied by Resource

Presenter

Presentation Notes

GEM provides a comprehensive endeavor management methodology, knowledge-structure (metaschema/metamodel/model/instances), and supporting technologies, implementation plan, operation/maintenance procedures, and disposition/assessment criteria, as an integrated solution.

Management – Migrating Mission Capability Life Cycle from As-Is to To-Be Performance Levels Through Strategy Implementation

1Where we are today…

(As-Is)

2Where we want to go…

(To-Be)

GEM Decision Management, using Enterprise Architecture, provides a procedure to move from problems to solutions through the balanced implementation of operational and investment strategies.

3How we’ll get there(Transformation)

Problems in accomplishing the mission, caused by new/changed missions and operational and investmentshortfalls and deficiencies, drive requirements.

Requirements for an ideal mission capability and perfect mission performance are stated in the management vision, with attainable goals and success indicators of goal attainment, drive strategies.

Strategies, to achieve the mission’s success indicators provide alternative paths to move the organization from its current operational performance levels to new levels of performance (through improvements) and/or new capabilities (through investments), drive change.

Funding of change strategies need to be balanced within and between:

1) current operations, 2) operational improvements, and3) new investments.

Portfolio Management provides a collection of fully researched, documented, and categorized investments and improvements as possible change strategies for achieving the success indicators.

Presenter

Presentation Notes

Management: The purposeful resolution of complexity, inconsistency, and chaos in science, society, and perception into a dynamic system of relative controlled order. The movement from Current Problem to Solved Problem, or from As-Is situation to To-Be situation. Portfolio management provides preferences for change strategies, as investments in new and/or improved capabilities.

Executive / Direction / Command FunctionsOrganization, Function, Program, and ProjectMission

VisionGoals

Objectives (Performance Measures, Service Levels)Strategies (Policy, Process, Plan)

Security

Executive / Measurement / Control FunctionsProcess Control PointsTransaction with Metric Collection/Processing

Data ElementsTable Fields

Field Entry Criteria/SecurityField Values (Measured Facts)

Production FunctionsBaseline Operations (As-Is, ABC)

Products (Goods/Services)Activities/SystemsCosts/Benefits

Initiatives (Proposed Operations, FEA)Investment CostsPerformance ImpactsOperations Cost Impacts

Resource FunctionsHuman (Person/Skill)Intelligence

Result/Decision/Knowledge/InformationSemantics/Data/Signals/Event/Situation

FinanceMaterielFacilitiesServices (Outsourced Process)TimeSpaceEnergy

Enterprise Functions (Both Reusable and Unique Processes and Content Across Peers and Subordinates)

Data WarehouseData Analysis

Decision SupportExecutive Information

Enterprise Architecture

Knowledge Models

ExecutiveFunctions(Direction / Command)(Value-ChainEfforts)

ProductionFunctions(Efforts forExternal Customers)

ExecutiveFunctions(Measurement /Control)(Value StreamEfforts)

80%+ Reusable(GEM Focus)

20% Reusable (80% MissionUnique)(Improve WithGEM)



Data ModelsResourceControlSystemsResourcing

Functions(Efforts forInternalCustomers)

ResourceInformationSystems

Presenter

Presentation Notes

This diagram illustrates a more detailed view of the flow of information between the categories of enterprise functions

3/26/2009 17

Managing an Enterprise

5

4

Presenter

Presentation Notes

This diagram illustrates a simplified view of a strategic management process. It is similar to the operations planning and map overlay notation used by the world’s military organizations. Management Definition: The purposeful resolution of complexity, inconsistency, and chaos in science, society, and perception into a dynamic system of relative controlled order. The movement from Current Problem to Solved Problem, or from As-Is situation to To-Be situation. Stated simply, GEM is a "management solution" framework. Any "management" problem can be solved, or management requirement satisfied, through application of the GEM approach and appropriate technologies. GEM provides support for what Dr. Norman Vincent Peale called the “rational thought process”. For GEM, an enterprise is a “purposeful endeavor”, and thus can include the purposeful (e.g., goal-oriented) endeavors of nations, collections of nations, organizations, chains of formally and informally linked organizations, markets, communities, groups, and/or individuals. Each of these endeavors has an As-Is “architecture” at some degree of completeness. GEM fits these various types of endeavors because any endeavor is about “getting from here to there” in a purposeful way. Other names for endeavor approaches are: “transitioning from As-Is to To-Be”; Strategic Management (e.g., mission/vision, goals, objectives, performance indicators, strategies); problem solving (i.e., getting from a problem to a solved problem); “management” (i.e., resolving the problems of complexity and inconsistency in science, society, and perception into the solution of a dynamic system of controlled order); “change management”, etc. GEM supports endeavors at these various scales with a single methodology that fits them all. This single General methodology also enables very rapid integration and interoperability of these endeavors, providing support for mergers, realignments, reorganizations, alignment on mission and vision, concurrent planning, task-force or contingency organizations, matrix and network organizations, reengineering, enterprise architectures, real-time enterprise operations, etc. Part of enterprise architecture is defining how to move an enterprise’s As-Is architecture, and the infrastructure and systems described by that architecture, “from here to there” in a purposeful way. This entails knowing: 1) where you are, 2) where you want to go, 3) what path and pace you want to follow, 4) how you’re progressing on the path and pace, and 5) what adjustments are needed to these. Items 1 through 3 in the preceding list are called “planning”, item 4 is “doing” and “checking”, and item 5 is “adjusting”, or together, “PDCA” in quality-management terms. These activities seek to reduce the cycle-time required for any endeavor operation or decision, and thus the endeavor cost, risk and vulnerability. These activities frame the Project Manager’s Institute Body of Knowledge (PMIBOK). This goal-seeking approach resembles, and is a superset of, the operations-planning approach used by many organizations. It supports and can enable automation of large enterprise management controls such as compliance with the U.S. Government Performance and Results Act (GPRA) and Information Technology Management Reform Act (ITMRA, also known as Clinger-Cohen Act – CCA), and automation of management endeavors such as the 2001 U.S. President’s Management Agenda with its five key government-wide initiatives (Strategic Management of Human Capital, Competitive Sourcing, Improved Financial Performance, Expanded Electronic Government, Budget and Performance Integration). GEM can provide an integrated mechanism to replace or subsume management tools such as the U.S. OMB Performance Assessment and Rating Tool (PART) and can directly support the Federal Enterprise Architecture (FEA) and DoD Architecture Framework (DoDAF) system hierarchy views.

3/26/2009 18

EMM Level 5: Real-Time Enterprise Management

EMM Level 4: Enterprise Operational Management

GEM and Enterprise Management Maturity (EMM) Levels

GEM provides escalating levels for building and integratinga mature enterprise management capability.

EMM Level 3: Enterprise Architecture

EMM 2EMM 1

EMM 3

EMM 4 EMM 5

Growing the Capability Tree

GEM can begin in any partof the enterprise and grow outward, but

starting with the whole enterprise is recommended for speedy, economic,

effective, and efficient results.

EMM Level 1System

Architecture A

EMM Level 2:Functional

Architecture X

EMM Level 1Database

Architecture B

EMM Level 1Software

Architecture C

EMM Level 2:Program

Architecture Y

EMM Level 1Project

Architecture D

Presenter

Presentation Notes

The EMM process has five levels for deploying the capabilities enabled by the General Endeavor Management (GEM) methodology. As illustrated here, the GEM approach can be applied at multiple levels of the enterprise, but the enterprise only gains a “whole-enterprise” view starting at EMM Level 3, through the application of enterprise architecture (EA), preferably using the extended form of EA that is part of GEM. GEM is applicable at all levels of the enterprise capability (e.g., from isolated or integrated systems up to “living” enterprise), but the enterprise gains the most value, in the shortest overall time, at the lowest overall cost and complexity, by pursuing EMM 3 through 5 in sequence. An analogy to help understand the EMM levels of GEM comes from medicine. EMM Level 1 is equivalent to the anatomy and purpose of a human’s finger or hand. EMM Level 2 is equivalent to the anatomy and function of a human’s arm. EMM Level 3 is equivalent to the anatomy and function of a human body. EMM Level 4 is equivalent to the physiology and mechanical operations of a human body, which both apply the anatomy. EMM Level 5 is equivalent to the psychology and awareness, the intelligence, of the human, which applies the body’s anatomy, physiology, and mechanics. Stretching that same analogy a bit further, an organization with an enterprise architecture, such as one provided at EMM Level 3, is basically an anatomically modeled organization, much like a cadaver serves as a model of a human which is not “alive”. EMM Level 4 is much like a human in a coma – operating but not aware, proactive, or reactive to its situation. EMM Level 5 is much like an aware and active human operating in their dynamic environment.

The EMA Foundation Is EngineeringManagement

Process Activities Roles

8. Configuration Change Management•Technology Insertion•Product/Service Test and Evaluation•Governance of Implementation•Governance of Change

10. Enterprise Management Owners, Boards, Executives, and Managers

9. Enterprise Engineering (Enterprise Management Architecture – EMA) Business Architect

(e.g., Enterprise Architects, Management Analysts, Semantic Analysts)

7. Enterprise Architecture (of Solutions)

6. Strategic Management

5. IT Portfolio

4. Infrastructure Engineering Network Architects / Engineers, Solution Architects

3. System Engineering System Architects / Engineers, Solution Architects

2. Software Engineering Software Architects / Engineers, Solution Architects

1. Data Engineering / Management

Data Architects / Engineers, Solution Architects

Presenter

Presentation Notes

These activities within the enterprise need to share a continuum of terminology, information, timing, prioritization, and awareness in order to operate smoothly, as a whole. A break in this continuum of enterprise knowledge leads to fragmented, and thus less effective, efficient, and useful activities. A single repository containing all of these aspects of enterprise management is essential for establishing, sharing, and maintaining this continuum of enterprise knowledge. This enterprise continuum repository can be used as an Enterprise Management Architecture (EE/EA) repository and as a Configuration Change Management (CCM) repository.

3/26/2009 20

GEM Example Uses (Market Opportunities)• GEM can be used to simultaneously support and integrate the following government management programs,

among others, as well as the corresponding programs outside of government, in concurrent support of Owners/Citizens Boards/Legislatures, Executives, Managers, Supervisors, Staff, and Operators

– OMB FEA, DoDAF, and TOGAF EA Management– Extending EA and Business Architecture as a Foundation for Providing a Holistic Management Solution– Human Capital, Organization and Staffing, and Force Structure Management– Integrating Enterprise and Functional Governance support– Resource Management Life Cycle Support including OMB A-11– Outsourcing Support including OMB A-76– Internal Management Controls including OMB A-123 and Sarbanes-Oxley– Financial Management including OMB A-127– Management of Information Resources including OMB Circular A-130 – Value-Engineering including OMB A-131– Financial Reporting including OMB A-136– Earned Value Management– Management Architecture, Organization Design, Enterprise Engineering– System and Software Life Cycle Management– Performance/Quality/Cost Improvement (e.g., Lean, Six Sigma, Kaizen, Theory of Constraints, Value-Stream and Value-Chain

Improvements)– BPR and BPM– Cycle Time Reduction– Decision Latency Improvement– FISMA Support and Security Management– Continuity/Risk Management– Metadata, Data, and Semantics Management– Knowledge Management– Virtual Enterprise Database (Enterprise Shared References, Master Data Management)– Value-Chain Integration– Situational Awareness– Command and Control (C2)– Real Time Enterprise– Whole-Enterprise Requirement, Asset, Portfolio, Investment, Program, Project, and Change Management

– See OMB Circulars at http://www.whitehouse.gov/omb/circulars/index.html

How? GEM unifies all Past, Present, and Planned/Potential Operations and their Recorded Intelligence

Presenter

Presentation Notes

A shared situational awareness mechanism such as a GEM-based information repository, enables these diverse activities to be pursued in a cooperative and optimally efficient and effective manner. Simply, a GEMIS enables these complex capabilities to be performed and their important results achieved without duplication of their common functions and thus redundant costs.

http://www.whitehouse.gov/omb/circulars/index.html

3/26/2009 21

Concurrent Enterprise Management Services (EMS)

Support for Owners/Boards and Executives. (Extending EA and Business Architecture as a Foundation for Providing a Holistic Management Support

Solution Integrating: Enterprise and Functional Governance, Resource Management Life Cycle including OMB A-11, Outsourcing including OMB A-76, Internal Management Controls including OMB A-123 and Sarbanes-Oxley,

Financial Management including OMB A-127, Value-Engineering including OMB A-131, Financial Reporting including OMB A-136, Earned Value

Management, Enterprise Engineering, Performance/Quality/Cost Improvement (e.g., Lean/Kaizen, Six Sigma, Theory of Constraints, Value-

Stream Improvements), BPR, Cycle Time Reduction, Decision Latency Improvement, FISMA Support and Security Management, Continuity/Risk Management, Metadata Management, Knowledge Management, Virtual

Enterprise Database, Value-Chain Integration, Situational Awareness, C2, Real Time Enterprise, and Whole-Enterprise Requirement, Asset, Portfolio, Program,

Project, Change Management, etc.)

GEM-Enabled Service Categories Support Any Executive Agenda, Including The US President’s Management Agenda (PMA)

IT Enterprise Architecture Services (EAS)(Advising-On and Implementing FEA, Zachman, DoDAF (1, 1.5, 2),

TOGAF 8/AMP, Spewak EAP, etc. EA, and IT Portfolio Management)

IT Services (ITS)(Providing Web, LAN/WAN/Wireless, Applications, Application and Data

Integration, Databases, Data Warehousing, IT Operations, Customer Service, Legacy, etc. ITIL/ITSM/CMMI/SOA/ESB, DoDAF)

Network Infrastructure Services

•Owners/Citizens•Board/Congress•CEO/President•COO•CFO•CHCO•CKO•CIO•Functional Managers

•CFO•CIO•CTO

•CIO•CTO•System / Software Development Managers

Target Audience

There are no competing EM methodologies

There are multiple IT EA and IT Portfolio Vendors and Approaches which can be integrated by GEM and extended using GEM, but very few IT EA methodologies and no whole-enterprise EA methodologies

There are many competing IT and Network Service Vendors

PMA Initiatives1.Human Capital2.Competitive Sourcing3.Financial Performance4.Enhanced eGovernment (e.g., e-Gov, EA)

5.Budget/Performance Integration (Scorecard)

Presenter

Presentation Notes

Marketing Points: An authorized GEM Service Provider offers a full spectrum of Services for helping its clients to concurrently manage and lead their organizations, in whole or in part, in all their endeavors. We provide our General Endeavor Management (GEM) approach as an integrating foundation with the support of relevant subject matter management experts, and/or with licensing arrangements for our approach with best of breed management and technology service providers. We are willing and able to work with your existing contractors in all categories of service, or to license GEM to you or them. We provide Enterprise Management Services and Support using our GEM approach, implemented in value-producing short phases using our Enterprise Management Maturity (EMM) phased process within the broader GEM approach. GEM inherently provides a methodology, supported by appropriate knowledge-structure and technology, for developing whole-enterprise architectures, within its larger methodology for managing the intelligence and intelligence-based operations of any endeavor. GEM is similar in concept to cartography and surveying. Cartographic maps, and the surveys that define them, can be of new territory, or of currently populated territory. These cartographic maps, as do GEM maps, provide the basis for government, organizational, and property treaties, boundaries, and interfaces, and for simpler navigation across this terrain. GEM provides the map or "blueprint" of the enterprise components and their interfaces, as does mature enterprise architecture. But GEM also provides the "inventory" of all enterprise resources/assets at their various life cycle stages, maps those resources to the "architecture" of processes, functions, organization units, organization, and locations relevant to the enterprise, and then provides the intelligence management and operations management mechanisms to operate the enterprise as a single "system", within its identified value-chain and environment influences. In doing this, GEM provides an Enterprise Architecture that goes far beyond the IT Architecture provided by FEA/FEAF, DoDAF/C4ISR, TOGAF, Zachman, Spewak, etc. Through use of the more comprehensive and structured GEM approach, we provide dynamic Enterprise Architecture services and support, having the ability and readiness to work with: EA frameworks, methodologies, data, software/application, system, and architecture modeling tools, metadata (model) repositories, proprietary modeling tools, and middleware products for workflow, metadata management, metadata integration, ETL, Enterprise Service Bus (ESB), etc. We provide full life cycle support for system and software capabilities through our service capabilities, and by teaming with other high quality companies. We provide network infrastructure services, such as secure data and secure voice telecommunication services and support, through our teaming with high quality network service providers.

3/26/2009 22

GEM Strategic Management Spiral Life Cycle

Strength, Weakness, Opportunity, and Threat (SWOT)

Assessment

Value Chain (Products, Customers, Suppliers, Partners, Authorities,

Public, Internal Analysis)

Model the EnterpriseInventory and Categorize FunctionsArchitect Functional References and Methodologies (e.g., Enterprise Architecture)Manage Mission (Per Organization, Function, Program, Project, or Person)

Define and/or Validate MissionEstablish and Communicate Vision

Establish and Validate GoalsDefine Success Indicators (e.g., Performance Objectives, Measures, Service Levels,

Contract Deliverables)Develop Strategies (Requirements Management and Analysis) (Projects)

Plan Current Operations (Recurring Functions/Programs/Projects)Activities /Services (Performance Metrics)Products /Systems /Software (Product/System Specifications)Costs/Benefits

Plan Initiatives (New/Improved Functions/Programs/Projects)Investment Cost (Infrastructure, Development, Procurement)Performance ImpactOperations Cost Impacts

*Implement Strategy Plans (Projects, Accounting, Configuration Mgmt)*Perform Project*Track Project Performance*Account for Project Resources*Manage Project Configurations*Measure Project Performance

*Review Strategy Performance*Adjust Performance for Mature Mission ManagementManage Full Enterprise Configuration (Reorganization, Reallocation, etc.)

Gaps and Overlaps (G&O)

Architectural Knowledge

Improvements/BPR

Presenter

Presentation Notes

This diagram illustrates the major components of a GEM-supported strategic management life cycle process.

3/26/2009 23

Steps in Building the GEM-EMA, A Process of Discovery and Capture

LocationData

Organization Data

Organization Unit Data

Function Data

Process Data

Resource Data

1. Location2. Organization

3. Workforce (Office, Team, Role, Billet, Occupation)4. Function

5. Process6. Resource

Life Forms (People,etc)InformationSkillsFundsMaterielFacilitiesServiceSpaceTime

7. Requirement Life Cycle State

AssessConceptRequestAuthorizeApproveAcquireAllocateDeployOperate (Deadline)Maintain

I. Enterprise Vocabulary from Data and Its Metadata

II. Enterprise Inventory (Vocabulary Categories and Instances)

IV. Enterprise Knowledge(Vocabulary Relations)

MissionVision

GoalsSuccess Indicators

(Commitments, Service Level Agreements, Contract Deliverables, Performance Measures, Objectives)

Strategies (Requirements Basis)(Plans, Technical Approaches, Projects)

Policies

}

ActivitiesNew InitiativesCurrent Operations

VII. Enterprise Standards and References

III. Enterprise Management

V. Life Cycle Stages

QuantitiesQualitiesDeadline

VI. Requirements

Business Interfaces1. Customer2. Internal3. Supplier4. Authority5. Partner6. Public

VIII. Value Chain Impact and SWOT

Performance Assessments

1. Strength2. Weakness3. Opportunity4. Threat

4. Concurrent Assessments and Decisions

3.1 Context/Intelligence Structure (Enterprise Dynamic Knowledge-Base)

Continuous Intelligence

Inventory of 2. Operational) and 3.

Analytical (Data/Semantic)

Content

3.2 Mission-Based Asset Distribution, Responsibility, and Access Provisioning

2/3 Enterprise Intelligence Spiral

Strength, Weakness, Opportunity, and Threat

(SWOT)Assessment and Risk Assessment

------------

Mission/VisionGoals

Performance ObjectivesPerformance Targets/Indicators

Develop StrategiesRecurring Operations

---------

Initiatives (Projects)---------

Implement StrategiesPerform Projects---------

Measure Project PerformanceReview Strategy PerformanceAdjust Performance

---

1. Enterprise Concurrent Operations Spiral



The GEM Dual-Spiral Operations Life Cycle Process, Extending OMB FEA Efforts

3.1.1 Mission Capability Requirement Source, Actors 3.1.2 Reusable Capability Designs and Implementations

SUBJECT LocationFacet

Catalog

Organization Facet Catalog

Organization Unit (Performer) Facet

Catalog

Function Facet Catalog

(incl. BRM)

Process Facet Catalog

(incl. SRM)

Resource Facet Catalog

(Incl. DRM, TRM)

Requirement Facet Catalog

(Incl. PRM)

1. BRM(Assigned Functional Missions + Assumed Supporting Functions)

2 and 7. PRM(Strategic Mgmt, Ops & Invest. Strategies, Priorities, Portfolios)

3. SRM(Best Practice, Re-usable

Processes)

4. DRM(Data Description, Context,

and Sharing. Metadata Management)

5. TRM(Technology Catalog and

Qualifying Products)

6.5.1 D&A Physical IT6.5.1.1 D&A Systems6.5.1.2 D&A Infrastructure

OMB FEA


Organization Organizes Performers

Performer Accomplishes Function





Performers Perform Mission

Function Justifies Performer




Presenter

Presentation Notes

General Endeavor Management (GEM) enables the enterprise to resolve many of its toughest problems through the implementation of a single integrated mechanism, a GEM knowledge-management repository. GEM helps the organization achieve the goals of eBusiness / eCommerce / eGovernment / Real Time Enterprise by leveraging and moving beyond the capabilities provided by such fragmented and incomplete approaches such as Enterprise Architecture (EA), CMM/CMMI, ISO 9000, Business Process Reengineering, Total Quality Management, Knowledge Management, Performance Management, Management by Objectives, Balanced Scorecard, Strategic Management, Portfolio Management, Continuity Management, etc. This diagram illustrates the major components of a GEM-supported environment, as a closed dual-loop system. It provides methods for inventorying and organizing the intelligence of the enterprise, for managing that intelligence to enable contextual situational awareness and resource-access-provisioning for enterprise participants, and for managing the enterprise’s mission performance operations.

4. Concurrent Assessments and Decisions

3.1 Context/Intelligence Structure (Enterprise Dynamic Knowledge-Base) (IOLCM A)

Continuous Intelligence

Inventory of 2. Operational) and 3.

Analytical (Data/Semantic)

Content (IOLCM G)

3.2 Mission-Based Asset Distribution, Responsibility, and Access Provisioning

2/3 Enterprise Intelligence Spiral

Strength, Weakness, Opportunity, and Threat

(SWOT)Assessment and Risk Assessment

------------

Mission/VisionGoals

Performance ObjectivesPerformance Targets/Indicators

Plan and Develop StrategiesRecurring Operations

---------

Initiatives (Projects)---------

Implement StrategiesPerform Projects---------

Measure Project PerformanceReview Strategy PerformanceAdjust Performance

---

1. Enterprise Concurrent Operations Spiral



Dual-Spiral Operations Life Cycle Process, With Reference Taxonomies and Line of Sight Relations

3.1.1 Mission Capability Requirement Sources 3.1.2 Reusable Capability Designs and Implementations

SUBJECT Locations•Physical• Postal• Geospatial• Floor Plan•Virtual• IT Network• Phone• Radio•Conceptual

Organizations•Government•Commercial•Non-Profit•Volunteer

Organization Units•Offices• Staff• Program• Project•Teams•Positions•Roles•Performers•Actors

Functions•Production (Mission)•Executive•Support•BRM Functions•Industry Codes (NAICS)•DoD Missions (UJTL, JCA, METL)•National Essential Functions (NEF)

Processes•Natural•Manual•Mechanical•Electrical•Electronic•Automated• Tightly Coupled• Loosely Coupled (SRM Component)•Workflow/Agents

Resources•People•Intelligence (DRM & SRM Services)•Funds (PRM)•Skills•Materiel (TRM)•Facilities•Outsourced Services•Other

Requirement LCM (PRM)•Initial•Requested•Authorized•Allocated•Acquired•Deployed•Operating•Assessed•Disposed


Organization Organizes Performers

Performer Accomplishes Function





Performers Perform Mission

Function Justifies Performer




Intelligent Operations - Management Life Cycle (IOLCM)

IOLCM Step

A: Build and refine enterprise knowledge base (EKB) using extended EA approach

B: Apply consistent EM/EA continuous improvement process

C: Assess the enterprise (Value‐Chain, SWOT, Risk/Vulnerability)

D: Set the enterprise‐direction (Mission, Vision, Goals, Objectives, Success Indicators)

E: Establish enterprise strategies

F: Implement enterprise strategies

G: Update the enterprise knowledge base

Operate(IOLCM F)

Improve(IOLCM B)

IOLCM C

IOLCM D

IOLCM EIOLCM C

Presenter

Presentation Notes

This diagram identifies the high level “subjects” of interest to the enterprise, and their basic relationships to each other. Providing a consistent shared terminology database of these subjects (as “lookup” or reference tables) enables consistency in asking and answering questions using common terminology, and in thus analyzing these subjects and their direct and indirect relationships. By operating from a shared terminology reference, enterprise activities, analyses, decisions, and responses to change can be significantly improved.

GEM Supports Enterprise Leadership and Management Functions- Progression from Current Disorder to New Order, With Cohesion

1Our Status Yesterday…

(As-Is Disorder)

2Our Intended Status Tomorrow…

(To-Be Order, Command)

Value-Lattice(Integrated Value Chains)

Operating Environment Mission

Vision

5. Tightening “Acceptable Performance” Operation Indicators from Lessons Learned

(Intelligence Refinement)

Risk and Vulnerability Assessment, Performance Measurement,

And Adjustments

Objective Criteria

GoalStrength,

Weakness, Opportunity, and Threat Awareness

4. Evolving Operation StrategyTo Close Gaps and Reduce Overlaps

(Adaptation Decisions)

3How We’ll Get There Now(Transformation, Control)

Leadership ProvidesCohesion (i.e., Control)By ManagingThe Configuration Of Enterprise Architecture”1. Enterprise Components1.1. Location1.2. Organization1.3. Organization Unit1.4. Function1.5. Process1.6. Resource2. Component Relations2.1. Categorization2.2. Containment2.3. Sequence2.4. Version2.5. Equivalence2.6. Variation2.7. Reference3. Capability Requirements3.1. Conceptual3.2. Specified3.3. Authorized3.4. Funded3.5. Implemented3.6. Operational3.7. Disposed

Leadership Provides Measured and Adjusted Progression, Transforming Enterprise Into An Intended Future State (i.e., Command)

LeadershipDecision Management

Leadership and Management of the “Operational Part of Architecture” Both Depend On Organization of Data (i.e., “the Intelligence Part of Architecture”) About The Enterprise and Its Environment

Presenter

Presentation Notes

Management: The purposeful resolution of complexity, inconsistency, and chaos in science, society, and perception into a dynamic system of relative controlled order. The movement from Current Problem to Solved Problem, or from As-Is situation to To-Be situation. An enterprise is a “purposeful endeavor”, and thus can include the purposeful (e.g., goal-oriented) endeavors of nations, collections of nations, organizations, chains of formally and informally linked organizations, markets, communities, groups, and/or individuals. Each of these endeavors has an As-Is “architecture” at some degree of completeness. Part of enterprise architecture is defining how to move an enterprise’s As-Is architecture, and the infrastructure and systems described by that architecture, “from here to there” in a purposeful way. This entails knowing: 1) where you are, 2) where you want to go, 3) what path and pace you want to follow, 4) how you’re progressing on the path and pace, and 5) what adjustments are needed to these. This goal-seeking approach resembles, and is a superset of, the operations-planning approach used by many organizations. It supports and can enable automation of large enterprise management controls such as compliance with the U.S. Government Performance and Results Act (GPRA) and Information Technology Management Reform Act (ITMRA, also known as Clinger-Cohen Act – CCA), and automation of management endeavors such as the 2001 U.S. President’s Management Agenda with its five key government-wide initiatives (Strategic Management of Human Capital, Competitive Sourcing, Improved Financial Performance, Expanded Electronic Government, Budget and Performance Integration). GEM-EA can provide an integrated mechanism to support these controls and can thus directly support the Federal Enterprise Architecture (FEA) and DoDAF efforts, as well as Federal routine and contingency operations.

Implementing GEM: Aligning Missions, Functions, and Resources (e.g., IT)

Typical Basic EAInitial Efforts

EA Extension Efforts

Using Extended EA for IntegratedProcess Improvement, Business Process Modeling and Management, and Activity-Based Costing (Budgeting)

Using Basic EA for Solution Architecture And Design Compliance

Using Extended EA for Program / Project / System / Software Validation and Verification (V&V) and Security Certification and Accreditation (C&A)

Presenter

Presentation Notes

GEM: Connecting Mission to Implementation

3/26/2009 28

GEM-EMA Subjects and Linkages, Compared to the OMB FEA and Agency IT Management

GEM-EMA


ORGANIZATIONCATALOG


CATALOG

FUNCTIONCATALOG

PROCESSCATALOG

RESOURCECATALOG

REQUIREMENTCATALOG

.07

1.0ENDEAVOR


1. BRM(Assigned Functional Missions + Assumed

Supporting Functions)

2 and 7. PRM(Strategic Mgmt, Ops & Priorities,

Portfolios, Invest. Strategies, Programs, Projects)

4. SRM(Best Practice, Re-usable Info Products and Processes)

3. DRM(Data Description,

Context, and Sharing. Metadata

Management, Shared Controlled

Vocabulary)

5. TRM(Technology Catalog and Qualifying Products)

6.5.1 Agency Physical IT6.5.1.1 Agency Systems6.5.1.2 Agency Infrastructures

OMB FEAHas Partial Endeavor Coverage

Basic Relations or Rules (Axioms)

Categories (Data, Metadata, Taxonomies)

World View (Process + Data + Rules, Ontology)

Containment-Relations (Part-Of)

ORGANIZATION AND FUNCTION, STAFF STRUCTURE REQUIRED FUNCTIONAL RESOURCES (As Capabilities)

Presenter

Presentation Notes

GEM provides extension of the OMB FEA for broader enterprise management capabilities. This approach extends the OMB FEA and DODAF into an operational management capability. The OMB FEA Reference Models can be extended into the some of the GEM Enterprise Management Reference Catalogs (i.e., taxonomies). Linking across the GEM Reference Catalogs yields the structure and content of enterprise knowledge. General links across catalog categories yields the ontology of a given semantic context. Specific links across catalog category instances yields the knowledge-base of a given semantic/situational context. The aggregate of General and specified ontologies yields enterprise knowledge. GEM provides a comprehensive enterprise management methodology, metaschema, and supporting technologies as an integrated solution to support the OMB FEA DRM compliant details of data description, the full range of integrated semantics of data context, and the security and distribution requirements of data sharing. GEM is implemented and refined using a repeating 32 step process. This GEM “view” will enable the development of the knowledge base to not only provide for the assessment and implementation of IT data, technology, service, and Portfolio Management, but provide for the view from the organization or command to include alignment to the desired Vision, Operational Objective, Organization Structure and Policies, Mission, Strategic Goals, and Supporting Organizational Structure.

3/26/2009 29

GEM-EMA Subjects and Linkages, Extending the OMB FEA to Govern All Resources

GEM-EMA


(RM)

ORGANIZATIONCATALOG

(RM)


CATALOG(RM)

FUNCTIONCATALOG

(RM)

PROCESSCATALOG

(RM)

RESOURCECATALOG

(RM)

REQUIREMENTCATALOG

(RM)

.07

1.0ENDEAVOR


1. Business Architecture (BRM +

Extension)(Assigned Functional Missions + Assumed

Supporting Functions) 2 and 7. PRM

(Strategic Mgmt, Ops & Priorities, Portfolios, Invest. Strategies,

Programs, Projects)

3. SRM(Best Practice, Re-usable Info Products and Processes)

4. DRM(Metadata, Controlled

Vocabulary)

5. TRM(Technology Catalog and Qualifying Products)

6. Resources over their life cycle .6.1 People6.2 Intelligence6.3 Funds6.4 Skills6.5 Materiel6.5.1 Physical IT6.5.1.1 Systems6.5.1.1.1 Software Systems6.5.1.2 Infrastructure6.5.2 Goods6.6 Facilities6.7 Services6.8 etc.

Basic Relations or Rules (Axioms)

Categories (Data, Metadata, Taxonomies)

World View (Process + Data + Rules, Ontology)

Containment-Relations (Part-Of)

FEA + Extension for Functional Context and All Budgeted Resources

Presenter

Presentation Notes

Broad enterprise management architecture (EMA) coverage requires the EA to support management of all endeavor resources (accountability, planning, tracking, management, etc.) for all endeavor operating functions.

3/26/2009 30

Enterprise Architecture – Main US Federal (OMB FEA and Defense) Elements

Technology Infrastructure, Systems, and Devices Testing, Development, and Deployment

Technology Demonstrations, Prototypes, Pilots, Operation, and Maintenance

Technology Architecture (TA)(Including FEA Technical Reference Model - TRM)

Data Architecture (DA)(Including FEA Data Reference Model - DRM)

Application Architecture (AA)(Including FEA Service Component Reference Model - SRM)

Business Architecture (BA) (Including FEA Performance Reference Model – PRM, and Business Reference Model - BRM)

BA-BRMElements

BA-PRMElements

Function Capability

Service Components

Technology Service

Components

Management Consulting and

ResourceManagement

Services

ITServices

DoDAFOV

DoDAFAV

DoDAFTV

DoDAFSV

SecurityArchitecture,

TOC, Portfolio Mgmt, Business

Case

Presenter

Presentation Notes

This diagram illustrates the top-level OMB FEA Framework (i.e., ontology) with its PRM, BRM, SRM, DRM, and TRM elements, shown as yellow frames, with corresponding DoDAF elements shown on the right. CC-FEA supports the OMB FEA, Zachman, C4ISR/DoDAF, TOGAF, TEAF, and other EA frameworks, and glues these EA efforts together with the operational efforts, melding them into a full enterprise management (EM) solution framework.

3/26/2009 31

GEM Whole Enterprise EA – Initial Management Context and Content SurveyFeed all collected responses to these questions into the EA repository, noting that items 30 and 31 related to actual infrastructure and system development, deployment,

operation, and maintenance, not enterprise architecture. However, these items form the basis for measuring compliance with the architecture and the success/fit of the architecture to the enterprise/function mission.

0. Identify your enterprise, most typically your organization. For your enterprise, identify the following to the degree you consider economical and relevant. Store and maintain all of this information in a single data store to reduce enterprise operational and analytical fragmentation.

1. What locations are relevant to you? Where do you operate?2. What is your organization's name? What are the organization names of your value-chain stakeholders (i.e., customers, suppliers, authorities, your own performers,

your subordinate organizations, public groups, and partners), and what are their locations which are relevant to you?3. What are your organization's internal units, as typically portrayed as blocks on an organization chart, or more formally identified by a budget, plan, or program within

your organization's aggregate financial management plan? What are the relevant organization units of the value-chain organizations within your organization unit?4. What are the functions (i.e., assigned work) performed by your organization units? What are the relevant functions performed by their relevant organization unit value-

chains?5. What is the mission of each organizational unit's function?6. What policy (minimally the values and perspective per the Carver Policy Governance method) governs the function?7. Which person, identified by name, unique identifier, and assigned position, is responsible for achieving the function's mission?8. What is the boundary of the functional mission's authority in terms of function, functional interfaces, organization units, organizations, and locations?9. What is the responsible person's vision of perfect mission performance?10. What measurable goals has the responsible person defined to achieve the vision of perfect mission performance?11. What performance targets (e.g., objectives), specified in terms of schedule, cost, and quality, has the responsible person defined to attain these goals?12. What quantitative performance success indicators give proof of reaching the objective on time, within budget, to the required quality specified?13. What strategies, including executing portfolios of investments to organized and prioritized to achieve the success indicators, will enable the responsible person to

quantitatively prove, through meeting the specified performance indicators, that they have attained their objectives, and thus goals, and thus mission?14. What plans, either for recurring (e.g., steady-state) operations or new initiative projects, will be used to implement each strategy?15. What process will be followed in performing the planned recurring operation or initiative project?16. What specific procedure will be followed at each defined step of the process, by which Organization Unit, within which Organization, at which Location?17. What template will be used to collect or present information used in the procedure, and is this template automated (e.g., online form, web service) or manual (paper)?18. What constraints, rules, or principles must be complied with in using the template?----(Overlapping/interfacing with Data Architecture in items 19-21)----19. What metadata does the template and constraint contain, and what specific semantically-controlled term does the metadata represent?20. What is the unique ID for each metadata item in each template and each constraint?21. What is the procedural transaction data for each metadata item in the template or constraint?---(Overlapping/interfacing with Solution and Technology Architectures in items 22 - 24)----22. What equipment, infrastructure, systems, software systems, supplies, and/or service is required to complete the procedure, in what quantity, with what qualities, on

what schedule?23. What category describes each equipment, infrastructure, systems, software systems, supply, and service resource, and is this category approved by the enterprise's

architecture (i.e., component and interface) control authority to avoid wild variance in enterprise resources?24. What are the item/product/vendor specifics of the equipment, supply or service required for the procedure, and is this technology ubiquitous, in early adoption, or in the

research stage?25. What are the collected requirements, defined in terms of procedural performance resources, in specific quantities, with specific qualities, at specific times, at specific

cost, for fully implementing the plans?26. What is the budget in the current and future years for filling the requirements of the plans, for the strategies, in accomplishing the function's objectives, goals, and

mission?27. What budget line items, in the aggregate, fully describe the requirement?28. What elements of expense (i.e., pre-established categories of resources) categorize each budget line?29. As sub-functions, what programs, as collections of inter-related projects, and which program and project managers, are given responsibility for satisfying the

requirements?30. What capability technology insertion, development, and deployment projects are governed by the Program and Project Managers, and what are their detailed

performance schedule, budget, and quality constraints? (Recommened: use ANSI 632 System Engineering Process, and ISO 12207 Software Life Cycle Management as guidelines here)

31. What initial and recurring capability prototyping, operations, and maintenance are governed by the Program or Functional Managers, and what are their detailed performance schedule, budget, and quality constraints? (Recommended: use ANSI 632 System Engineering Process, and ISO 12207 Software Life Cycle Management as guidelines here).

BA

BA

DA

AATA

Presenter

Presentation Notes

Business architecture is developed in steps 0 through 19 and 25 through 31. Data architecture is developed in steps 17 through 21. Application architecture is developed in steps 18 through 21. Technical Architecture is developed in steps 22 through 25. Note that Information Technology is considered as only one category within the TA and is not given consideration in the BA, DA, or AA.

3/26/2009 32

GEM-EMA – Recurring Procedural Flow, Overlaid with OMB FEA Reference Model Blocks, DoDAF Views, and Common Business Improvement Efforts

(A Solution Development Life Cycle (SDLC), Operating Concurrently For All Enterprise Organizations, Functions, Programs, and Projects)

4. Function 6. Policy

15. Process

16. Procedure

17. Templates

19. Metadata

21. Data

18. Constraints, Rules, and Principles

8. Authority 26. Budgets 27. Budget Lines

22. Equipment, Supplies, and Service (IT and Others)

13. StrategiesDefinitions& Portfolios

14. Plans29. Functional

Programs& Projects

32. Review Performance

28. Expense Elements

5. Mission

9. Vision

10. Goals

11. Objectives

12. PerformanceIndicators

30. Technology Infrastructure, Systems, and Devices Testing, Development, and Deployment (TA)

31. Functional Operations and Technology Inventory, Prototyping, Operation, and Maintenance (TA)

7. Responsibility

23. Technology Catalog

24. Technology-Specification and Insertion

20. Data Dictionary

TechnologyArchitecture(IncludingTechnicalReference Model - TRM)

Data Architecture(Including FEA Data Reference Model - DRM)

ApplicationArchitecture(Including FEA Service Component Reference Model - SRM)

Business Architecture (Including FEA Performance Reference Model –PRM, and Business Reference Model - BRM)

25. Requirements

BA-BRMElements

BA-PRMElements

EnterpriseManagement

Services

ITServices

3. Organization Unit 2. Organization 1. Location

7. Performance Targets

15.1 Vocabulary

19.1 Key Words 19.2 Taxonomy

19.3 Concept Maps19.4 Semantic Models

And Data Models

19.5 Ontologies

21 Knowledge

Bases

25 FunctionalRequirements

Function Capability

Service Components

DoDAFOV

DoDAFAV

DoDAFTV

DoDAFSV

SecurityArchitecture,

TOC, Portfolio Mgmt, Business

Case

Presenter

Presentation Notes

This diagram illustrates the operational flow of an organization using a mature EA methodology life cycle. It also represents the multiple-level linkage of EA entity/relationship, conceptual model, or class schema. The EA methodology’s procedure is equivalent to a resource management procedure. In this case, the resource managed by an EA methodology is “architectural information” and optionally, information about actual or intended instances of enterprise infrastructure and systems built, operated, and maintained in conformance with the architecture. An EA methodology enables refinement of enterprise architecture throughout each subsequent cycle. The information created, used, and modified in this procedure needs to be stored in a single repository to avoid fragmentation of the enterprise architecture. This diagram also illustrates the operational flow elements of a mature EA Spiral Life Cycle overlaid on the top-level OMB FEA Model with its PRM, BRM, SRM, DRM, and TRM elements, shown as yellow bands, and DoDAF views as callout boxes on the right. The concepts underlying EA are not new. EA is largely the repackaging of what most who have taken an "enterprise view", or a "system view” of the organization have done all along. ��Note that The EA and FEA are not ends in themselves, but are a means to gain control over resource expenditures, specifically IT expenditures. IT has been the initial focus of EA because IT spending has shown the trend of suboptimization - spending on localized views of need for assigned or assumed functions, not prioritized enterprise requirements. This control over resource spending and the reduction of suboptimization directly supports the alignment of the Executive Branch and its operations with the President's Management Agenda, in pursuit of Performance Management and compliance with the Government Performance and Results Act (GPRA).��If the common operational artifacts above are reviewed by those outside of the EA and IT communities, then most will acknowledge that their organization performs the activities yielding enterprise-wide common operational artifacts roughly matching the PRM and BMR. Fewer will have enterprise-wide common operational artifacts matching the SRM, while even fewer will have enterprise-wide common operational artifacts matching the DRM and TRM.��The need for a closed loop EA process thus drives the need for a shared, distributed, common, enterprise-wide repository for EA. Without such a shared repository - an "enterprise brain“ - every activity in this flow that is not shared through the repository breaks that activity and its subsequent activities out of the "enterprise-wide" view and makes it a locally suboptimized activity. If an EA activity and its artifacts are not stored and processed in the shared repository, they are hidden from the enterprise view and enterprise accountability. This takes local operational autonomy too far in the direction of wildness and away from the controlled order needed by any organization to survive and thrive. It's like a wild mutation, or worse, like cancer. Most wild mutations are not typically beneficial to the organization/organism, and cancer is never beneficial. A closed-loop, self-referencing, environmentally adaptive, self-healing management process is needed.

Gem Executive Overview Market For Ee (Gem Ema) 20090315 - pdf

Business

Transcript of Gem Executive Overview Market For Ee (Gem Ema) 20090315 - pdf