Information Architecture: Planning for Success A Presentation to the Data Management Association...
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Information Architecture: Planning for Success A Presentation to the Data Management Association National Capitol Region January 8, 2002 Ted Griffin Office of Science, Department of Energy Jason Kruse and Todd Forsythe, Stanley Associates, Inc.
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Transcript of Information Architecture: Planning for Success A Presentation to the Data Management Association...
Information Architecture: Planning for Success
A Presentation to the Data Management Association
National Capitol RegionJanuary 8, 2002
Ted GriffinOffice of Science, Department of Energy Jason Kruse and Todd Forsythe,Stanley Associates, Inc.
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Background
Spoke to Data Management Association National Capital Region in May• Successes in Data Architecture
Invited to Return• Planning for a Successful Information Architecture
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Agenda
Ted Griffin, Federal Lead: Lessons We Learned the Hard Way
Q&A with Ted Griffin and Contractor Leads: Jason Kruse and Todd Forsythe
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Information Architecture
Where we are How we got there What we learned along the way
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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
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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
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Eight Components of Information Architecture
PrinciplesData
Architecture
BusinessModel
ApplicationArchitecture
InformationResources
Catalog
TechnologyArchitecture
Operating Plan
Strategic Plan
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How We Accomplish Our Goals Execution
• Service level descriptions• Best practice process for new service
development/engineering• Performance measures
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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
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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
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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
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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
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Where We Are
Customer Involvement (continued)• Reference groups
Work with IM teams during system development
• Decisions based on customer-developed principles
• Customer driven
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
What We (the IM Folk) Learned: Culture Change
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Questions and Answers
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Enterprise Information Architecture Process
InformationKnowledge
Schedule / Plan
Team
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Contacts
Mr. Ted Griffin, SC-65 Strategic Planning and Architecture Federal Lead, Department of Energy
(301) 903-4602 [email protected]
Jason Kruse, Stanley Associates Architecture Team Director(301) [email protected]
Todd Forsythe, Strategic Planning & Architecture, Stanley Associates
(301) 903-6409 [email protected]
