Interior Enterprise Architecture (IEA) IEA Methodology for ...

Interior Enterprise Architecture (IEA)

IEA Methodology for Business Transformation (MBT)

January 2005

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RThe IEA Methodology for Business Transformation (MBT) is a “Take-Action” approach to enterprise architecture.

Application 1

Users

UserInterface

Business Rules and Logic

Data Access

Application 2

Users

Application 3

Users

Data 1 Data 2

BL5 BL6

User Interface

Code

BL1 BL2’

BL3’ BL4

Data 2’ Data 3

User Interface

Code

BL1’ BL2

BL5’’ BL7

BL8 BL9

Data 2’’ Data 4

Data Access

BL5’ BL8’

User Interface

Code

BL2’’ BL3

Application 1

Users

UserInterface

Business Rules and Logic

Data Access

Application 2

Users

Application 3

Users

Data 1 Data 2

BL5 BL6

User Interface

Code

BL1 BL2’

BL3’ BL4

Data 2’ Data 3

User Interface

Code

BL1’ BL2

BL5’’ BL7

BL8 BL9

Data 2’’ Data 4

Data Access

BL5’ BL8’

User Interface

Code

BL2’’ BL3 Transition

Plan

Transition

Plan

The MBT is as much a culture and climate business transformation as it is a set of technology modernization recommendations.

The MBT is as much a culture and climate business transformation as it is a set of technology modernization recommendations.

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RHow is the approach Take-Action?

• Redefine business strategy based on actual business stakeholders

• Evaluate business processes and provide recommendations for better enabling the stakeholder-driven business strategy

• Evaluate systems and provide recommendations for better enabling the new business processes

• Deliver short and longer-term transition plans for using and implementing the target architecture

• Redefine business strategy based on actual business stakeholders

• Evaluate business processes and provide recommendations for better enabling the stakeholder-driven business strategy

• Evaluate systems and provide recommendations for better enabling the new business processes

• Deliver short and longer-term transition plans for using and implementing the target architecture

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RThe IEA Methodology for Business Transformation (MBT) is in line with guidance from the CIO Council.

Source: Federal Chief Information Officer Council - A Practical Guide to Federal Enterprise Architecture Version 1.0 February 2001

The Federal CIO Council published an 8 step architecture cycle. The IEA Methodology for Business Transformation covers all 8 steps in this cycle.

The Federal CIO Council published an 8 step architecture cycle. The IEA Methodology for Business Transformation covers all 8 steps in this cycle.

Step 8

Step 7

Step 6

Step 5

Step 4

Step 3

Step 2

Step 1

Obtain executive buy-in and

support Establishmanagementstructure and

control

Define anarchitectureprocess and

approach

Developbaseline

enterprisearchitecture Develop

targetenterprise

architecture

Develop thesequencing

plan

Use theenterprise

architecture

Maintain theenterprise

architecture

CONTROLand

OVERSIGHT

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RThe IEA MBT provides guidance for defining and implementing business transformation.

Implement Business

Transformation(1-5 years)

Maintaining Architecture

(continuous)

Create the Blueprint

(6-12 months)


Creating the Modernization Blueprint


Data Gathering, Analysis, Findings, Recommendations, and Oversight

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RThe “Create the Blueprint” segment of the IEA MBT consists of 6 main tasks that result in an IRB approved Modernization Blueprint.

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REach of the “Creating the Modernization Blueprint” Steps is broken into Tasks, as this slide shows.

“To make initiatives work, it took passionate, all-consuming commitment from the top.” – Jack Welch

“To make initiatives work, it took passionate, all-consuming commitment from the top.” – Jack Welch

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“When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind….”

- Lord Kelvin

“When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind….”

- Lord Kelvin

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RThe analysis is aggregated into business scoring as well as technology, applications, and security scoring.

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RAll of the business and technology analysis culminates in the documentation of findings and recommendations.

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RIn addition to narrative, the Blueprint contains visualizations to communicate the target architecture.

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RThe Blueprint also contains a tactical sequencing plan for implementing the recommendations.

The tactical sequencing plan allows the DOI to track progress towards improvement targets.

The tactical sequencing plan allows the DOI to track progress towards improvement targets.


Implementing Business Transformation


Implementation Steps, Oversight, and Performance Measures

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ROnce the DOI MBT outputs the Modernization Blueprint and IRB approval is obtained, the Blueprint then moves to implementation.

Implementing the Blueprint Steps(align with Step 7 in the Federal CIO Council architecture cycle)

Implementing the Blueprint Steps(align with Step 7 in the Federal CIO Council architecture cycle)

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RAfter IRB approval of the Blueprint, there are defined tasks to move from Blueprint through business transformation.

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REach of the “Implementing Business Transformation” Steps is broken into Tasks, as this slide shows.


Maintaining the Architecture


Architecture Modifications, Updated Enterprise Architecture Artifacts

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RThroughout the implementation of the business transformation, and after the transformation is complete, the architecture must be kept current.

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Value of the Methodology for Business Transformation:Value of the Methodology for Business Transformation:

The DOI MBT drives “actionable architecture” and reduces implementation risks.

• Reusable, structured approach to all business transformation.

• Defined coordination between IEA, Business Organizations, CPIC, Contracts, and Oversight Teams.

• Full business transformation: organization capital, human capital, information capital.

• Coordinated program of change rather than individual projects.

• Outputs from analysis through implementation are centrally coordinated in DEAR.

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