National Overall Reference Architecture (NORA) e-Government ...
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National OverallReference Architecture(NORA)
e-GovernmentProgram (Yesser)
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National Overall Reference Architecture (NORA) – Handbook
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National Overall Reference Architecture (NORA) – Handbook
Table of Contents1. Introduction 19
1.1. Document purpose 19
1.2. NationalEnterpriseArchitectureFramework 19
1.3. ValuesofNORA 19
1.4. GoalsofNORA 20
1.5. FeaturesofNORA 21
1.6. Targetaudience 21
1.7. Document structure 22
1.8. Relatedinformation 22
1.9. Contactinformation 22
2. ExecutiveSummary 24
2.1. NeedforEnterpriseArchitecture 24
2.2. BackgroundofNEAFramework 26
2.3. ObjectivesofNORA 28
2.4. DefiningapurposeforagencyEA 28
2.5. NORAmethodology 30
2.6. NORArelationshiptoNEAFramework 34
3. Stage1-DevelopEAProjectStrategy 36
3.1. Stagesummary 36
3.2. Stage purpose 36
3.3. Stageinitiation 36
3.4. Keystepsinstage1 36
3.4.1Step1.1AnalyzeEAtrendsandcasestudies 38
3.4.2Step1.2ProvideEAawareness 39
3.4.3.Step1.3Assessgovernmentagency’se-transformationmaturity 40
3.4.4.Step1.4Documentgovernmentagency’sEAprojectstrategy 44
3.4.5.Step1.5PresentandobtainapprovalforEAprojectstrategy 46
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National Overall Reference Architecture (NORA) – Handbook
4. Stage2-DevelopEAProjectPlan 48
4.1. Stagesummary 48
4.2. Stage purpose 48
4.3. Stageinitiation 48
4.4.Keystepsinstage2 48
4.4.1Step2.1SetupEAcommitteesandworkingteams 49
4.4.2.Step2.2FinalizeEAdevelopmentapproach 54
4.4.3.Step2.3DocumentdetailedEAprojectplan 63
4.4.4.Step2.4PresentandobtainapprovalfortheEAprojectplan 66
5.ContinuousGovernance 68
5.1. Purposeofgovernance 68
5.2. Outcomesofgovernance 68
5.3. Governanceinitiation 68
5.4. KeyareasinEAgovernance 69
5.4.1. Program management 71
5.4.2.Changemanagement 71
5.4.3.Capabilitymanagement 79
5.4.4.Policymanagement 82
5.4.5.Performancemanagement 85
6. Stage3–AnalyzeCurrentState 88
6.1. Stagesummary 88
6.2. Stage purpose 88
6.3. Stageinitiation 88
6.4. Keystepsinstage3 88
6.4.1.Step3.1GatheranddocumentEArequirements 90
6.4.2.Step3.2Analyzeinternalenvironment 93
6.4.3.Step3.3Analyzeexternalenvironment 100
6.4.4.Step3.4Presentcurrentstateanalysis 102
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National Overall Reference Architecture (NORA) – Handbook
7. Stage4–DevelopEAFramework 104
7.1. Stagesummary 104
7.2. Stagepurpose 104
7.3. Stageinitiation 105
7.4. Keystepsinstage4 105
7.4.1.Step4.1DefineEA’svisionandmissionstatements,&architectureobjectives106
7.4.2.Step4.2DefineEA’sarchitectureprinciples 109
7.4.3.Step4.3PresentandobtainapprovalforEAvision,missionand
architectureobjectives 111
7.4.4.Step4.4DefineEAFrameworkstructure 111
7.4.5.Step4.5DesignEAarchitectureelements 113
7.4.6.Step4.6DesignEAmodel 114
7.4.7.Step4.7DevelopEAdocumentationstandard 119
7.4.8.Step4.8DevelopEAartifactsmanagementprocesses 121
7.4.9.Step4.9PresentandobtainapprovalforEAframework 121
8. AboutReferenceModels&Architectures 123
8.1. Needforclarity 123
8.2. Definitions 123
8.3. Processtobuildreferencemodelsandarchitectures 125
8.4. Buildingblocksofreferencemodelsandarchitectures 127
8.5. Summaryofdeliverablesforreferencemodelsandarchitectures 129
9. Stage5–BuildReferenceModels 133
9.1. Stagesummary 133
9.2. Stage purpose 133
9.3. Stageinitiation 133
9.4. AboutNEAreferencemodels 134
9.5. Keystepsinstage5 136
9.5.1.Step5.1Buildperformancereferencemodel 137
9.5.2.Step5.2Buildbusinessreferencemodel 143
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9.5.3.Step5.3Buildapplicationreferencemodel 149
9.5.4.Step5.4Builddatareferencemodel 157
9.5.5.Step5.5Buildtechnologyreferencemodel 164
10.Stage6–BuildCurrentArchitecture 173
10.1.Stagesummary 173
10.2.Stagepurpose 173
10.3.Stageinitiation 174
10.4.Keystepsinstage6 175
10.4.1.Step6.1CapturecurrentbusinessandITdata 176
10.4.2.Step6.2Analyzeandbuildcurrentbusinessarchitecture 179
10.4.3.Step6.3Analyzeandbuildcurrentapplicationarchitecture 195
10.4.4.Step6.4Analyzeandbuildcurrentdataarchitecture 208
10.4.5.Step6.5Analyzeandbuildcurrenttechnologyarchitecture 220
10.4.6.Step6.6Currentarchitectureanalysis 237
11.Stage7–BuildTargetArchitecture 246
11.1.Stagesummary 246
11.2. Stage purpose 246
11.3.Stageinitiation 247
11.4.Keystepsinstage7 247
11.4.1.Step7.1Definedirectionsfordevelopingtargetarchitecture 248
11.4.2.Step7.2Buildtargetbusinessarchitecture 252
11.4.3.Step7.3Buildtargetapplicationarchitecture 256
11.4.4.Step7.4Buildtargetdataarchitecture 260
11.4.5.Step7.5Buildtargettechnologyarchitecture 264
12Stage8–DevelopTransitionPlan 269
12.1.Stagesummary 269
12.2. Stage purpose 269
12.3.Stageinitiation 269
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12.4.Keystepsinstage8 270
12.4.1.Step8.1Definetransitionprojects 270
12.4.2.Step8.2Prioritizetransitionprojects 271
12.4.3.Step8.3Createtransitionroadmap 274
12.4.4.Step8.4Analyzeanddocumentrequiredresourcesandoutcomes 277
12.4.5.Step8.5Obtaingovernanceapproval 279
13.Stage9–DevelopManagementPlan 281
13.1.Stagesummary 281
13.2. Stage purpose 281
13.3.Stageinitiation 281
13.4.Keystepsinstage9 282
13.4.1.Step9.1DevelopEAusageplan 282
13.4.2.Step9.2DevelopEAmanagementplan 288
14.Stage10–ExecuteandMaintain 300
14.1.StageSummary 300
14.2.StagePurpose 300
14.3.StageInitiation 300
14.4.KeyStepsinStage10 301
14.4.1.Step10.1ImplementtheEAusage&managementplan 301
14.4.2.Step10.2ImplementtheEAtransitionroadmap 305
AnnexA:NORASummaryofDeliverablesbyStages 307
AnnexB:NEASystemandEAMS 321
B.1.NEASystemOverview 321
B.2.AgencyEAMS 323
AnnexC:NEAMeta-Model 324
C.1.OverviewofNEAMeta-model 324
C.2.ObjectivesofNEAMeta-Model 325
C.3.NEAMeta-ModelClasses 326
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AnnexD:e-GovernmentTransformationPlan 336
D.1.MandatesofAGovernmentEntity 336
D.2.Strategice-GovernmentTransformationinanAgency 336
D.3.Overviewofe-GovernmentTransformationPlan 338
D.4.HowtouseNORAfordevelopinge-GovernmentTransformationPlan 339
D.5.RelevantArtifactsfore-GovernmentTransformation 341
D.6.Exhaustivelistofe-GovernmentTransformationartifacts 344
AnnexE:NEAEAmaturitymodel 345
AnnexF:BusinessServiceAttributes 348
AnnexG:NORAUsageScenarios 366
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Table of FiguresFigure2-1:ImpactofEAongovernment 25
Figure2-2:NEAFramework 26
Figure2-3:NORAMethodology 33
Figure3-1:Exampleofbottom-updevelopmentstrategy 46
Figure3-2:Exampleofmixeddevelopmentapproach 46
Figure4-1:ExampleofEAorganizationalstructure 51
Figure4-2:ExampleofEAtransitionroadmap 59
Figure4-3:ExampleformatforEAprojectplan 65
Figure5-1:FiveAspectsofEAgovernance 70
Figure5-2:Exampleofartifactreviewandapprovalprocess 74
Figure53:ExampleforEAusagedirection 83
Figure54:ExampleforEAmanagementplandirection 85
Figure61:ExampleofVision/Missionalignmentwithgoalsandinitiatives 95
Figure62:ExampleofbusinessandITalignment 97
Figure63:ExampleofmajorITsystemssupportinggovernmentfunctions 98
Figure64:ExampleofITsystemssupportinggovernmentfunctionsbybusinessareas 99
Figure71:ExampleofaVisionstatement 106
Figure72:ExampleofEAarchitectureprinciples 110
Figure73:EAFrameworkstructureexample 113
Figure8-1:Basicprocessinbuildingreferencemodelsandarchitectures 126
Figure8-2:Buildingblocks/components 127
Figure8-3:SamebuildingblocksinNEAreferencemodels 128
Figure9-1:NEAreferencemodelsandtheirinter-relationships 134
Figure9-2:NEAPRMartifacts 137
Figure9-3:ExamplePRMpurposeanddirection 139
Figure9-4:ExamplePRMstrategicgoals/outcomes 140
Figure9-5:ExampleofPRMindicatordescription 142
Figure9-6:NEABRMartifacts 143
Figure9-7:ExampleBRMpurpose 146
Figure9-8:Exampleofbusinessarea,LoB,businessfunctionandsub-businessfunctions 147
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Figure9-9:NEAARMartifacts 149
Figure9-10:Structureddiagramofapplicationsystems,componentsandinterfacesinNEAARM 151
Figure9-11:AgencyARMartifacts 152
Figure9-12:ExampleARMpurposeordirection 153
Figure9-13:ExampleofMOE’sbusinessandsub-businessfunctions 155
Figure9-14:NEADRMartifacts 157
Figure9-15:NEADRM 158
Figure9-16:AgencyDRMartifacts 159
Figure9-17:ExamplefordefiningDRMpurpose 161
Figure9-18:Examplefordevelopingdataclassificationstructure 162
Figure9-19:NEATRMartifacts 165
Figure9-20:ExampleTRMpurpose 168
Figure9-21:ExampleTRMstructure 168
Figure10-1:Datacapturingactivities 176
Figure10-2:DifferencebetweenBRMandBA 180
Figure10-3:BAartifacts’relationshipdiagram 181
Figure10-4:Organizationalchartexample 184
Figure10-5:Businessarea,LoB,businessfunctionandsub-businessfunctiondiagramexample 186
Figure10-6:Thepropertiesofbusinessfunctiondescription 189
Figure10-7:Contentsofasub-businessfunction 188
Figure10-8:MOE’ssub-businessfunction&businessprocessrelationship 189
Figure10-9:Businessprocessmapexample 192
Figure10-10:DifferencebetweenARMandAA 196
Figure10-11:AAartifacts’relationshipdiagram 197
Figure10-12:Applicationoverviewexample 200
Figure10-13:DifferencebetweenDRMandDA 209
Figure10-14:DAartifacts’relationshipdiagram 210
Figure10-15:Conceptualdatamodelexample 213
Figure10-16:Logicaldatamodelexample 214
Figure10-17:Dataflowdiagramexample 215
Figure10-18:DifferencebetweenTRMandTA 221
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Figure10-19:RelationshipTAartifacts 222
Figure10-20:Infrastructureoverviewexample 225
Figure10-21:WANdiagramexample 227
Figure10-22:LANdiagramexample 228
Figure10-23:Internetdiagramexample 229
Figure10-24:WLANdiagramexample 230
Figure10-25:Storagediagramexample 231
Figure10-26:Serverfarmdiagramexample 232
Figure10-27:ExampleBAanalysis 238
Figure10-28:ExampleBAimprovementopportunities 239
Figure10-29:ExampleAAanalysis 240
Figure10-30:ExampleAAimprovementopportunities 240
Figure10-31:ExampleDAanalysis 241
Figure10-32:ExampleDAimprovementopportunities 242
Figure10-33:ExampleTAanalysis 243
Figure10-34:ExampleTAimprovementopportunities 243
Figure11-1:ExampleofEAprinciplesreviewanditsimplications 249
Figure11-2:Exampleagencyimprovementopportunitiesforvariousarchitectures 250
Figure11-3:Exampleoftargetarchitecturedirectionthroughoverallanalysis 251
Figure11-4:ExampleofupdatedbusinessfunctionintargetBA 254
Figure11-5:ExampleofupdatedbusinessprocessesintargetBA 255
Figure11-6:Exampleprocesstoidentifynewapplicationsystems&architecture 258
Figure11-7:ExampleofupdatedapplicationfunctionintargetAA 259
Figure11-8:ExampleofidentifiedartifactsforupdatesintargetDA 262
Figure11-9:Exampleupdateddatabasediagram 263
Figure11-10:ExampleofdirectionsettingforinTA 266
Figure11-11:ExampleofupdatedinfrastructureoverviewintargetTA 267
Figure12-1:Exampleselectionmethodfortransitionplan 271
Figure12-2:Exampleoftransitionproject 271
Figure12-3:Exampleprioritizationprinciples 272
Figure12-4:Examplepriorityassessmentstructure 273
Figure12-5:Examplepriorityassessment 273
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Figure12-6:Exampletransitionprojectsbystages 274
Figure12-7:Exampleofgoalsettingforeachstage 275
Figure12-8:Exampledetailedschedulebyeachstage 275
Figure12-9:Exampleresourceestimationprocedure 276
Figure12-10:Examplerequiredresourceclassification 277
Figure12-11:Exampleresourceestimation 277
Figure12-12:Exampleresourcerequirementsbystage 277
Figure12-13:Exampleexpectedoutcome 278
Figure13-1:ExampleforEAusagepurposes 283
Figure13-2:ExampleforEAusagescope 284
Figure13-3:ExampleforEAusagetasks 286
Figure13-5:ExamplefortherelationshipbetweenEAtasksandartifacts 287
Figure13-6:ExampleofEAmanagementplan 289
Figure13-7:ExampleofEAmanagementscope 289
Figure13-8:ExampleforEAmanagementplanprocess 290
Figure13-9:ExampleforEAmanagementplanprinciples 290
Figure13-10:ExampleforEArolesforlargeorganization 292
Figure13-11:Exampleforarchitecttasks 292
Figure13-12:ExampleforEAupdateprocess 294
Figure13-13:ExampleforEAchangeprocess 295
Figure13-14:ExampleforEAdiffusionprocess 295
Figure13-15:ExampleforEAcompliancereview 296
Figure13-16:ExampleforEAdesignexceptionprocess 296
Figure13-17:ExampleforEAsystemdesign 297
Figure14-1:ExampleforEAusageguideline 302
Figure14-2:NEASystemContext 322
Figure14-3:NEAMeta-Model 324
Figure14-4:ComponentsofStrategicManagementingovernmentagency 338
Figure14-5:Linkingstrategyande-Governmenttransformation 340
Figure14-6:Relevantartifactsfore-GovernmentTransformationPlan 342
Figure14-7:NEAEAmaturitymodel 345
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List of TablesTable2-1:ListofNEAFrameworkComponents 27
Table2-1:CommonEAobjectives/drivers 29
Table3-1:Stage1steps 37
Table3-2:EAvaluepropositiontostakeholders 39
Table3-3:LikelyEAvaluepropositionbasedone-Transformationmaturity 42
Table3-4:LocalexamplesforEAdriversorpurposes 43
Table3-5:ConsiderationsforEAprojectstrategydevelopment 45
Table4-1:Stage2steps 49
Table4-2:TypicalgovernmentEAcommitteesandworkingteams 50
Table4-3:Governance/Managementfields 52
Table4-4:Examplesofgovernance/managementfieldsingovernmentagencies 53
Table4-5:ExamplesofEAscope 55
Table4-6:ExamplesofEAgradualscoping 56
Table4-7:Developmentapproachrecommendations 57
Table4-8:Budgetcategoriesforconsideration 58
Table4-9:DescriptionontheEAusefulness 60
Table4-10:ExamplesofEAusefulnesscategories 61
Table4-11:ExamplesofEAusefulness 62
Table5-1:Continuousgovernancesteps 69
Table5-2:NeedforEAchangemanagement 72
Table5-3:EAawarenessmethods 74
Table5-4:SuggestedcontentforEAawareness 76
Table5-5:EApromotionactivities 78
Table5-6:CapabilitiesrequiredinEA 81
Table5-7:ActivitiestodefineEAusageplan 83
Table5-8:ActivitiestodefineEAmanagementplan 84
Table5-9:Performancemetricsexample 86
Table6-1:Stage3steps 89
Table6-2:Examplequestionnaire 91
Table6-3:ExampleformattogatherEArequirements 92
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Table6-4:Internalanalysisareas&expectedoutcomes 93
Table6-5:SWOTcharttemplate 101
Table7-1:Stage4steps 105
Table7-2:ConsiderationsforeffectiveVision&Missionstatements 108
Table7-3:Criteriaexamplesofgoodarchitectureprinciples 109
Table7-4:ExamplesofresearchareasforEAFramework 112
Table7-5:DescriptionofEAelements 114
Table7-6:ActivitiestodeveloptheEAModel 115
Table7-7:EAModelviewbystakeholders 116
Table7-8:EAModelviewbyarchitecture 116
Table7-9:ExampleofYesser’sstandardterms 120
Table8-1:DifferencesbetweenReferenceModelsandArchitectures 125
Table8-2:Summaryofartifactsbyreferencemodelsandarchitectures 129
Table9-1:Stage5steps 136
Table9-2:PRMartifactdescriptions 138
Table9-3:MainactivitiestobuildagencyPRM 139
Table9-4:Examplemeasurementareas,categoriesandindicators 141
Table9-5:BRMartifactdescriptions 144
Table9-6:MainactivitiestobuildagencyBRM 145
Table9-7:Exampleofbusinessarea,LoB,businessfunctionandsub-businessfunctions 148
Table9-8:ARMartifactdescriptions 150
Table9-9:MainactivitiestobuildagencyARM 153
Table9-10:NEAARMprinciples 154
Table9-11:DRMartifactdescriptions 158
Table9-12:MainactivitiestobuildagencyDRM 160
Table9-13:Exampledatastructuredefinition 163
Table9-14:Exampledataexchangedefinition 163
Table9-15:TRMartifactdescriptions 165
Table9-16:TRMserviceareaandcategorydescriptions 166
Table9-17:MainactivitiestobuildagencyTRM 167
Table10-1:Stage6steps 175
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Table10-2:Exampleofpossibledatasources 177
Table10-3:BArelationshipwithotherarchitectures 180
Table10-4:BAartifactdescriptions 182
Table10-5:ActivitiestobuildBA 182
Table10-6:Thepropertiesoforganizationchart 185
Table10-7:Exampleofsub-businessfunctiondescription 189
Table10-8:Businessprocessdescriptionexample 190
Table10-9:Businessactivitydescriptionexample 191
Table10-10:Thepropertiesofservicecatalogue 193
Table10-11:Servicecatalogueexample 194
Table10-12:AArelationshipwithotherarchitectures 196
Table10-13:AAartifactdescriptions 198
Table10-14:ActivitiestobuildAA 198
Table10-15:Thepropertiesofapplicationoverview 199
Table10-16:Thepropertiesofapplicationcatalogue 201
Table10-17:Applicationcatalogueexample 202
Table10-18:Thepropertiesofapplicationfunction 203
Table10-19:Applicationfunctionexample 204
Table10-20:Thepropertiesofapplicationrelationship 206
Table10-21:Applicationrelationshipexample 207
Table10-22:DArelationshipwithotherarchitectures 209
Table10-23:DAartifactdescriptions 211
Table10-24:ActivitiestobuildDA 211
Table10-25:Thepropertiesofconceptualdatamodel 212
Table10-26:Thepropertiesoflogicaldatamodel 213
Table10-27:Thepropertiesofdataflowdiagram 215
Table10-28:Thepropertiesofdatabaseportfoliocatalogue 216
Table10-29:Databasecatalogueexample 217
Table10-30:Thepropertiesofdatadictionary 218
Table10-31:Datadictionaryexample 219
Table10-32:TArelationshipwithotherarchitectures 221
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Table10-33:TAartifactdescriptions 223
Table10-34:ActivitiestobuildTA 223
Table10-35:Thepropertiesofinfrastructuredescriptions 226
Table10-36:Thepropertiesofhardwarecatalogue 233
Table10-37:Hardwarecatalogueexample 234
Table10-38:Thepropertiesofsoftwarecatalogue 235
Table10-39:Softwarecatalogueexample 236
Table10-40:Activitiestoanalyzecurrentarchitectures 237
Table11-1:Stage7steps 248
Table11-2:Activitiesfordefiningtargetarchitecturedirections 249
Table11-3:TargetBAartifactdescriptions 252
Table11-4:ActivitiestobuildtargetBA 253
Table11-5:TargetAAartifactdescriptions 256
Table11-6:ActivitiestobuildtargetAA 257
Table11-7:TargetDAartifactdescriptions 260
Table11-8:ActivitiestobuildtargetDA 261
Table11-9:TargetTAartifactdescriptions 264
Table11-10:ActivitiestobuildtargetTA 265
Table12-1:Stage8steps 270
Table12-2:Activitiestodefinetransitionprojects 270
Table12-3:Activitiestoprioritizetransitionprojects 272
Table12-4:Activitiestocreatetransitionroadmap 274
Table12-5:Activitiesforestimatingresourcesandoutcomes 276
Table13-1:Stage9steps 282
Table13-2:ActivitiestodefineEAusagepurpose&scope 283
Table13-3:Activitiestodefineusageplandevelopment 285
Table13-4:ExampleforEAusers 286
Table13-5:ActivitiesofEAmanagementpurposes&scope 288
Table13-6:ActivitiestodevelopEAmanagementorganization 191
Table13-7:ActivitiestodefineEAmanagementprocess 293
Table13-8:ActivitiestodefineEAmanagementsystem 297
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Table13-9:ExampleforEAmanagementsystem’sfunctions 298
Table14-1:Stage10steps 301
Table14-2:ExampleforEAmanagementguideline 303
Table14-3:ExampleforEAusage&managementplanassessment 304
Table14-4:Stage1summary 307
Table14-5:Stage1steps 308
Table14-6:Stage2summary 309
Table14-7:Stage2steps 309
Table14-8:Continuousgovernancesummary 310
Table14-9:Continuousgovernancesteps 310
Table14-10:Stage3summary 311
Table14-11:Stage3steps 311
Table14-12:Stage4summary 312
Table14-13:Stage4steps 313
Table14-14:Stage5summary 314
Table14-15:Stage5steps 315
Table14-16:Stage6summary 316
Table14-17:Stage6steps 316
Table14-18:Stage7summary 317
Table14-19:Stage7steps 317
Table14-20:Stage8summary 318
Table14-21:Stage8steps 318
Table14-22:Stage9summary 319
Table14-23:Stage9steps 319
Table14-24:Stage10summary 319
Table14-25:Stage10steps 320
Table14-26:NEAMeta-Classes 326
Table14-27:NEAbusinessserviceMeta-Class 335
Table14-28:Listofartifactsfore-GovernmentTransformationPlan 343
Table14-29:EAmaturitycomponents&levels 346
Table14-30:Attributesofbusinessservice(Arabic&English) 348
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1. I
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National Overall Reference Architecture (NORA) – Handbook
1. Introduction1.1 Document purpose
ThepurposeofthisdocumentistodescribeandelaboratetheNationalOverallReferenceArchitecture(NORA)thatwillbeusedasaguideforgovernmentagenciestodeveloptheirownEnterpriseArchitecture(EA).Thisdocumentalsodescribes,tosomeextent,howNORAislinktotheoverallNationalEnterpriseArchitecture(NEA)Framework.
1.2 National Enterprise Architecture Framework
TheNationalEnterpriseArchitecture(NEA)Frameworkisakeyelementforthenationale-GovernmentenvisionedtoincorporateafederateapproachtoenterprisearchitecturefortheKingdomofSaudiArabia(KSA).NEAFrameworksupportstheidentificationofre-usablecomponentsandservices,andfacilitatesabasisforInformationTechnology(IT)investmentoptimization.Inaddition,NEAenablesmorecost-effectiveandtimelydeliveryofe-servicesthrougharepositoryofstandards,principlesandreferencemodelsthatassistinthedesignanddeliveryofbusinessservicestocitizens,residents,commercialestablishmentsandinter-governmentcollaboration.
1.3 Values of NORA
GovernmentagencieswhodonothaveanEAinpracticewouldtypicallyfacethefollowingproblems:
1. Lackofstandardizationofbusinessservices,dataandITinteroperabilitywithinthegovernmentagencyandacrossgovernmentagencies
2. LackofperformanceindicatorinITinvestmentlinkingtothebusinessobjectives
3. Governmentbusinessownershipsareunclear
4. Lackofwholeofgovernmentagencyview
5. DuplicatedITsystems,dataandITinfrastructurewithinagovernmentagencyiscommon
6. Misalignmentbetweengovernmentagency’sbusinessservicesandITinitiatives
7. Lackofstandardstointegrateservices,businessprocesses,ITsystems,dataandITinfrastructure
8. Noperformanceindicatorsforbusinessfunctionandservices
9. LackofqualitychecksfordeliveringITsystems,dataandinfrastructure
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10. Lackofintegratedgovernmentservicesandconsistentdelivery.
11. WithEA,theaboveproblemscanbeeradicated.However,thedevelopmentandimplementationofanEAisnotaneasytaskandgovernmentagenciescanfacethefollowingchallenges:
12. EAstakeholders’lowawarenessonEA,itsbenefitsanditspractices
13. LittleknowledgeofEAbuildingprocess
14. CommunicationbarriersandbottlenecksamongEAstakeholders
15. ImplementingEAwithoutasystematicapproach
16. ExperiencingdifficultyinmaintainingEApractices
17. Excessiverelianceonvendorsandexternalexpertise.
1.4 Goals of NORA
ThegoalsofNORAareasfollows:
1. DefinescopeandrequirementsoftheEAatthegovernmentagencies
2. HelpgovernmentagenciestohaveasmoothandeffectiveEAimplementation
3. Ensurequalityofgovernmentagency’sEAthroughsystematicprocessesandrecommendations
4. Alignmentofagency’sEAwithSaudigovernmentnationalarchitectureandNationalActionPlans
tofacilitatewholeofgovernmentapproach
5. FacilitateEAutilization,promotionandcapabilitybuildinginthegovernmentagencies.
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1.5 Features of NORA
ThemainfeaturesofNORAare:
1. AsaguideforEAdevelopment,itiswrittenfromthegovernmentagencies’perspective
2. AllstagesintheEAlifecyclearedescribedtosomedetailtoprovideclaritytothegovernment
agencies
3. Balancedapproach inEAdevelopment that focusesbothonprocessesand theproductionof
standardartifactsordeliverables
4. Examplesandexampleoutputsareprovidedtoaidunderstanding
5. Highlycustomizabletosuitvariedrequirementsofdifferentgovernmentagencies.
1.6 Target audienceAsNORAisaguideforgovernmentagenciestodeveloptheirEAs,thetargetaudienceforNORAareasfollows:
1. EnterpriseArchitects
2. BusinessArchitects
3. ApplicationArchitects
4. DataArchitects
5. TechnologyArchitects
6. ITArchitects
7. CIOs
8. CXOs
9. ProjectManagers
10. BusinessOwners
11. ITSystemOwners
12. ITManagers
13. ProjectManagers
14. ITConsultants
15. ITVendors.
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1.7 Document structure
NORAcontainsthefollowingsections:
1. ExecutiveSummary
2. TheexecutivesummarygivesacompletesummaryofNORA.Afterreadingthissection,thereadercanunderstandhowNORAguidesthegovernmentagenciesintheEAdevelopment.Theexecutivesummaryisexcellentforgovernmentagencies’decisionmakers.AllstaffinvolveinEAshouldalsoreadthisexecutivesummary.
3. StagesofEADevelopment
4. Thisdocumentprovidesthedetaileddescriptionbystages.ThedetailedprocessandexpectedEAdeliverablesareexplainineachstage.Examplesandtemplatesarealsoprovidedwherepossible.
5. Annex
Theannexesprovideadditionaltemplates,checklistsandinformation.
1.8 Related information
AsNORAisonlyoneofthemanydocuments,itisadvisabletorefertothemainNEAFramework.
1.9 Contact information Forany feedback,commentsorneed formore informationonNORA,pleaseemail [email protected]
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2. E
xecu
tive
Su
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ary
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2. Executive Summary2.1 Need for Enterprise Architecture
GartnerResearchdefinesenterprisearchitectureas:
“EnterpriseArchitecture(EA) isadiscipline forproactivelyandholistically leadingenterprise(i.e.government)responsestodisruptiveforcesbyidentifyingandanalyzingtheexecutionofchangetowarddesiredbusinessvisionandoutcomes.
EAdeliversvaluebypresentingbusinessandITleaderswithsignature-readyrecommendationsforadjustingpoliciesandprojectstoachievetargetbusinessoutcomesthatcapitalizeonrelevantbusinessdisruptions.”
Government agencies have to respond to continuous disruptive forces such as economicchanges,socialdemands,politicaldirectionsandtechnologyadvancements.Thegovernmentagencies’responsestothesedisruptiveforcesareontheirownsiloactions.Whilegovernment agencieshavemadetheirbestefforttoderivetheirowndesiredoutcomes,theendresultto the stakeholders suchas citizens,businessesandgovernment leadersare far from realsatisfaction.
WithEA,ontheotherhand,theexecutionofchangeisastructuredapproachwiththevariousperspectivesonthegovernmentbusiness,desiredoutcomes,availabilityoftechnologiesandprocesses.WhenEAiscorrectlyimplemented,itprovidesthefollowingvaluablebenefitstokeydecisionmakers:
• Insight–theabstractionofknowledgebasedondetailedinformationincludingissues,challengesandopportunities
• Oversight–theinformationoverviewcorrespondingtotheoverallaccountabilitiesandresponsibilitiesofthegovernmentagencies,andforthewhole-of-government
• Foresight–fromtheanalysisofdetaileddatafromvarioussources,trendanalysisandeventprobabilitiescanbecalculatedandestimated.
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Thediagrambelowshows the typical situationofgovernmentagencieswithoutEAand thebenefitswithEA.
Figure 2-1: Impact of EA on government
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2.2 Background of NEA Framework
TheNEAFrameworkisthewindowforstrategicintegrationandcollaborationofaneffectivena-tionale-governmentimplementation.NEAistheenterprisearchitectureforthewhole-of-Saudigovernment.TogetherwithotherstrategiessuchastheSaudie-GovernmentActionPlan,theNEAFrameworkanditscomponentsallowusefulinsightandforesightforthefuturedevelopmentandimplementationofhighlyintegratede-governmentande-services.
TheNEAFrameworkhas11mainarchitecturecomponentsasdepictedinthediagrambelow.Eacharchitecturecomponenthasaspecificroleandfunction. Inaddition,eacharchitecturecomponentmayhavedirect or indirect relationship(s)with other architecture components.Thetablebelowprovidesasummarylistofallthe11architecturecomponents.Pleaserefertoseparatedocumentsfordetailedinformationofthearchitecturecomponents.
Figure 2-2: NEA Framework
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Compo-nent Name
Component Description
Strategy ThestrategycomponentofNEAFrameworkcapturestheessencesofstrategicalignmentwithNationalande-governmentstrategicplans.Theconstituentsofthestrategiccomponenttakescognizanceoftheenvisionedfutureaspertheaboveplans,andalignsitselfstrategicallybyproducinglongtermandshorttermplanstomeetthatfuturevision.TheJourneybeingguidedbyadequatepolicies.
Models TheNEAModelsareahigh-levelclassificationofviews,keyarchitecturalelementsandthebestpracticeforthem.TheyfacilitateinformingstandardizedviewpointsforexamplefromasnapshotofthewholeofgovernmenttoPerformance,Business,Application,Data,Technology,Security,Maturityetc..
Operation TheoperationisaboutmanagingthedaytodaybusinessofNEA,thatprimarilyinvolvesdesigning,andcontrollingtheprocessofservicedeliveryandredesigningbusinessoperationsindeliveringservices.Itisguidedbywell-definedprocesses,methodologyandtoolsthatensurebusinessoperationsareefficientandeffectiveintermsofmeetingcustomerrequirements.
Governance NEAgovernanceisaboutprovidingthestrategicdirectionstoachievetheNEAvision,missionandobjectivesthroughagileorganizationstructure,clearrolesandresponsibilities,andeffectivesetofgovernanceormanagementpractices.Itisalsoaboutregularmonitoringandreviewingofprogresswhileunderstandingtheconstantchangesineconomic,socialandtechnologicalenvironments
Table 2-1: List of NEA Framework Components
NORAisoneoftheintegralpartsofNEAFramework.NORA’srolewithintheNEAFrameworkistoprovideadefinitiveandclearmethodologyforbuildingEAinthegovernmentagencies.
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2.3 Objectives of NORA
TheobjectivesofNORAareasfollows:
1. ToguidegovernmentagenciesintheirdevelopmentofEAs
2. TospeedupEAdevelopmentwithqualityoutputs
3. ToensureEAingovernmentagenciesarealignedwiththeire-Governmenttransformation
andITplans.
2.4 Defining a purpose for agency EA
Inalignmenttothestrategic2ndSaudie-GovernmentActionPlan,everygovernmentagencyisexpectedtohaveane-transformationroadmapthatwouldpavethewayforadvancementofdeliveringgovernmentservices.EAisanexcellenttoolforplanningaswellasimplementingthise-transformationroadmap.
Althoughtheultimategoalistotransformtheirgovernmentservicesandbusinessfunctions,governmentagencieshavetofindanddeterminethemostimportantdriverormotivationtodeveloptheirveryownEA.ThefollowingtableliststhecommondriversandthecorrespondingobjectivestodevelopEA.ThesecommonscenarioswillinfluencetheuseofNORAasaguidelinetodevelopEAforagencies.
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Drivers EA Objectives - Values
Lackofgovernanceandprioritization Comprehensiveunderstandingofagency-wideperspective,includingitsproblems,challenges,investmentsandopportunities
Lackofagencywideinformation ITstandardization,withdetailinformationandinter-relationshipsbetweenbusinessandtechnologies
Nointegrationamongdepartments Noduplicationofinvestmentsandsystems;integrationofworkresultinginefficiencyandbettercustomerservice
Duplicatedinvestments Preventinvestmentsandworkduplication
Ineffectivenessandinefficiencyinpublicservicedelivery
Understandagencyweaknesses;integratedapproachtoimproveagency’sproductivityandpublicservicedelivery
Nostandardoperations Implementqualitybusinessandserviceoperations
Notechnologystandards Interoperabilityofsystemsandprocessesintheagency
Investingcapitalandprocurementcosts EffectiveinvestmentsthatalignbusinessandIT
Table 2-1: Common EA objectives / drivers
Whilegovernmentagenciesmayhavedifferentmotivations,therearealsocommonpurposessharedamongallgovernmentagencies.ThefollowingarethetopreasonsforembarkingonEAjourney:
1. Implementinge-Governmenttransformationroadmap
2. OptimizingITinvestments
3. ReducingITcosts
4. AligningITtogovernmentbusiness.
AsEAisawideprogramwithanon-goingorcontinuousjourney,itispossiblethatgovernmentagencieswillrequirespecificpurposes,overtime,toreviewandimprovetheirEAssuchasthefollowingexamples:
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Standardizationandinteroperabilityofservices,ITapplications,dataandinfrastructure
Selectionand/orprioritizationofprojectsinthegovernmentagencyforfundingandimplementation
1. Buildingnewcapabilitysuchasimprovingcustomerservice,makingbusinessprocesseseffective,andagency-wideadoptionofmobileapplicationsanddevices
2. ImproveandintegratebusinesscriticalgovernmentservicesandbusinessfunctionsthroughBusinessProcessRe-Engineeringandautomation
3. DevelopmentofITResourceManagementandITPortfolioManagement.
2.5 NORA methodology
NORAmethodologyisbasedonalifecycleconsistingoftenmajorstages.Theexecutionofthestagesareinsequence,howeveritcanbetailoredtosuitthepurposeofagencyEA.Eachstagehas its own architecture artifacts or deliverables. InNORA, a continuous set of governanceactivities are carriedout throughout thenine stages. Figure2-3below illustrates theNORAMethodology.
ContinuousGovernance(applicableduringallstages)
AsEAisamassiveandlong-termproject,thereareboundtobemanychallengesandissues.Itisvital,therefore,thattheEAgovernanceworkisalsoaddresstoensurethesuccessoftheproject.TheEAgovernanceiscontinuous-coveringactivitiessuchasprogrammanagement,changemanagement(includingEAawarenessandpromotion),capabilitymanagement(specifictrainings,toolsandnewprocesses),performancemanagement(newKPIsandstandards)and policymanagement.
Stage 1 – Develop EA Project Strategy
Thisstagedescribesthekeyactivitiestoresearch,planandobtainapprovaltoembarkontheEAproject.EachgovernmentagencyhastoobtainitsprojectfundingandtoeitherdevelopitsEAinternallyoroutsource.
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Stage 2 – Develop EA Project Plan
HavingestablishedanapprovedEAProjectStrategy,thegovernmentagencyhastocarryoutthedetailedplanfortheEAproject.Thisstagedescribesthekeyactivitiesinvolvedindeveloping andobtainingapprovalfortheEAproject.
Stage 3 – Analyze Current State
WiththeapprovedEAprojectplaninplace,thegovernmentagencycanstarttheactualworkbyanalyzingitscurrentstate–bothintermsofbusinessandIT.Thisstagedescribesthekeyactivitiesinreviewingandanalyzingthedifferentaspectsofthecurrentstateofthegovernmentagency.
Stage 4 – Develop EA Framework
ThisisthestagewhereagovernmentagencystartstodevelopitsEA.Inthisstage,thegovernmentagencyconstructsthemainpillarssuchasEAvision&mission,architecturegoals&principles,EAFramework,taxonomy,andotherrelatedstandardsthatisfundamentaltoitsEAjourney.Thegovernmentagency should focusonbuildingqualityEA frameworkandother relevantprocesses.
Stage 5 – Build Reference Models
BasedontheEAframeworkdevelopedpreviously,thisstageisallaboutbuildingthereferencemodelssothatagovernmentagencycanhavestandardviewsandtaxonomiesofkeyorganizational assetsandprocessessuchasbusiness,application,dataandtechnologydomains.
Stage 6 – Build Current Architectures
ThefocusofthisstageisincapturingthecurrentarchitecturesofthegovernmentagencysothattheagencycanclearlyunderstanditsITandbusinesslandscapes.Thiswouldallowabettervisibilityof the interconnectionsamongdifferentarchitecturesandcomponents,andaid inanalyzingtheagency’sissues,challengesandopportunitiesrelatingtobusiness,information/dataandtechnologies.
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Stage 7 – Build Target Architectures
Withthecompletionofthegovernmentagency’scurrentarchitectures,thisstagedevelopsthetargetarchitectures.Asablueprintforthegovernmentagencytorealizeitsgoalsanddesiredout-comesin3to5years,thetargetarchitecturedefinestheimprovedbusinessandITlandscapes.
Stage 8 – Develop Transition Plan
Withthecompletionofthevarioustargetarchitecturesinthepreviousstage,itisnowimpor-tanttoplanandmanagethetransitionrequiredfromthecurrent landscapestothedesiredtargetlandscapes.
Stage 9 – Develop EA Management Plans
ThisstageisaboutdevelopingtheEAusageandmanagementplanssothatEAprocessesandvaluesbecomeanintegralpartoftheagencystandardoperatingprocedures.Toensurecontin-uedEAvaluedeliverytothegovernmentagency,itisnecessaryandimportanttoincorporateEAmanagementplansintothegovernmentagency.
Stage 10 – Execute & Maintain
ThisisthelaststagewhereagovernmentagencyexecutesandmaintainsitsEA.HavingcoveredmanystagesintheEAjourney,thislaststageconcernswithtakingactionstomakethegovern-mentagency’sEAintoareality.
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Figure 2-3: NORA Methodology
PleasealsorefertoAnnexA–SummaryofNORADeliverablesbyStagesthatactsasachecklistforgovernmentagenciesintheirEAdevelopment.
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2.6 NORA relationship to NEA Framework
AlthoughNORAisonlyaguideforgovernmentagenciestodeveloptheirEAs,itisnonethelessanimportantmethodology.WhengovernmentagenciesdeveloptheirEAsaccordingtoNORA,notonlydotheydelivertheirownEAs,butalsoitensuresthatallEAdevelopmentcomplieswiththeoverallNEAFramework.
NORA allows government agencies to complywith and align to the national e-Government transformationplanandinitiatives.ThroughNORA,governmentagenciescanreviewanddevelopdetailedreferencemodels–eachalignedwiththeNEAFramework’sreferencemodelssuchasBusinessReferenceModel,ApplicationReferenceModel,DataReferenceModelandTechnologyReferenceModel.Whenthevariousreferencemodelsarealigned,itaidsgovernmentagenciestoshareapplicationsandinformation,andtodevelophighlyintegratedbusinessfunctionsandservicesthatdelightcitizensandbusinesses.
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3. Stage 1 - Develop EA Project Strategy3.1 Stage summary
Thisstagedescribesthekeyactivitiestoresearch,planandobtainapprovaltoembarkontheEAproject.EachgovernmentagencyhastoobtainitsprojectfundingandtoeitherdevelopitsEAinternallyoroutsource.
3.2 Stage purpose
Laythefoundationofagovernmentagency’sEAimplementationjourneywithcleardirectionsandcommitments.Thefollowingspecificexpectedoutcomesfromthisstageare:
1. Increasethegovernmentagency’sEAawareness–fromtopmanagementtotheoperationsstaff
2. DefineandcommunicateEAgoalsanddirections
3. ObtainmanagementapprovaltoembarkontheEAjourney.
3.3 Stage initiation
Yesserwillcommunicatewiththee-TransformationCommitteeineachgovernmentagencytoinitiatetheagencyEAimplementation.GovernmentagenciescanalsorequestanddiscusswithYessertoinitiatetheirEAprogram.
3.4 Key steps in stage 1
Preparationisanimportantstagethatrequiresdiligentresearchandplanning.ThisisthefirstmajorsteptoembarkEAinthegovernmentagency.Thekeyactivitiesandexpecteddeliver-ablesinStage1areshowninTable3-1:
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Stage /Step No
Description Deliverable
1 DevelopEAProjectStrategy GovernmentAgency’sEAProjectStrategy
1.1 AnalyzeEAtrendsandcasestudies(bothinternationalandlocalagencies;alsoacrosssamelineofbusiness/Business function in BRM )
DocumentrelevantEAtrendsandcasestudiesrelatingtothegovernmentagency
1.2 ProvideEAawarenesstogovernmentagency’sbusinessandITleaders
(GovernmentagenciescaninviteYessertobriefonNEA)
UnderstandtheimportanceofEA
1.3 Assessgovernmentagency’se-transformationmaturity(ViaQiyas)anditsalignmentofITtothegovernmentbusiness
Submit andpresent the assessment report tothee-TransformationCommitteeorequivalent.Theassessmentshalldescribetheagency’s:
1. Maturityofitse-transformation
2. Effectivenessofitsbusinessfunctions
3. MaturityonITadoption
4. Agency’scapabilityonbusinessproductivityanduseofIT.
1.4 Documentgovernmentagency’sEAprojectstrategy
DraftGovernmentAgency’sEAProjectStrategy
1.5 PresentandobtainapprovalfortheEAprojectstrategy
Approved Government Agency’s EA ProjectStrategybyitse-TransformationCommitteeorequivalent
Table 31: Stage 1 steps
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3.4.1 Step 1.1 Analyze EA trends and case studies
Asstatedby InternationalBenchmarkingClearinghouse(IBC),analyzingEAtrends isasetof“Activitiestocontinuouslyevaluateandcompareworld’sleadingcorporationsoragencieswithacurrentorganizationtoimprovetheorganization’sperformance”.
ThisactivityisvitalfortheagencyimplementingEA,intermsofunderstandingthebestpractices adoptedby similarverticals.To leverage their learning, choose themostapplicable strategyfortheagency.Howeveriftheagencyfindsitselfinadifficultpositioneithertoexecuteit,orifthereisapossibilityofthiseffortforkingintoanewprojectandhenceimpedetheEAstrategydevelopment.Then,theymaychoosetolimitthescopeoftheactivitytoreducenegativeimpactontheEAProject.
Whiletherearenumerouswaystocarryoutthisstep,thefollowingactivitiesarerecommended:
1. Formasmallteamofmembers(bothITandnon-IT)whoareinterestedandpassionateaboutEA
2. UnderstandthebasicsofEAbyattendingseminarsortrainings
3. CarryoutahighlevelresearchonthecurrenttrendsinEA.ExamplesofreliableonlineresourcesincludeFederalEnterpriseArchitecture(FEA),TheOpenGroupArchitectureFramework(TOGAF),NationalAssociationofStateChiefInformationOfficers(NASCIO)andEnterpriseArchitectureCenterofExcellence(EACOE).Therearealsonumerousarticleson‘EATrendsinGovernment’(simplysearchontheInternetforthelatest)
4. RefertomoredetailedEAcasestudiesforsimilarlineofbusinessorgovernmentdomainsuchasEducation,Health,Agriculture,Oil&Gas(Energy)andMunicipality
5. DocumentthefindingsandfindbasicpatternsinEAdevelopment
6. RefertotheYesser’sNationalEnterpriseArchitecture(NEA)Framework.TheycanalsodiscusswithYesser’sNEAOfficefordetailsandtofindotherrelevantgovernmentagencieswhohaveembarkedorcompletedtheirEAs
7. FinalizetheEAanalysisdocument.
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3.4.2 Step 1.2 Provide EA awareness
HavingdocumentedtheEAtrendsandcasestudiesthatarerelevanttothegovernmentagency,thenextstepistospreadtheimportanceofEA.Theideaistoprovideconstantawarenesstoalllevelsofstaffinthegovernmentagency–boththebusinessandITstaff,includingtopmanagementandtheoperationsstaff.
Inparticular,providetheEAawarenesstothetopmanagementore-TransformationCommittee. This is importantastheywillbethemaindecisionmakersandsponsorfortheEAproject.Government agency can alsoworkwith Yesser to present EA as a strategic enabler ine-Governmenttothem.TherecommendedEAvaluepropositionsarelistedinTable3-2:
S/No Stakeholder EA Value Proposition
1 TopManagement(Minister,Di-rector-General,CEO,CXO)and/ore-TransformationCommittee
1. AligngovernmentagencyprojectswithVision2030,NationalTransformationPlanandSaudie-GovernmentActionPlan
2. Aidplanningandprioritizinggovernmentagency-wideactionplan
3. Improveservicequalitytocitizensandbusinesses
4. PrioritizeandimproveITinvestmentsforgovernmentagency
5. Businessandtechnologyinnovationtodeliverhighlyintegrated,value-addedservices.
2 FinanceDirector/CFO 1. ReducewastageofITcosts
2. PrioritizeandimproveITinvestmentsforgovernmentagency.
3 BusinessOwners 1. Improveservicequalitytocitizensandbusinesses
2. Increaseproductivity
3. Integrateworkacrossbusinessdomainsordivisions,includinginter-agency.
4 ITDirector/CIO 1. PrioritizeITprojects
2. ReducewastageofITcosts
3. IdentifyconsolidationprojectstoreduceITcostandbettermanagement
4. Developinter-operabilitystandardswithingovern-mentagencyandinter-agency.
Table 32: EA value proposition to stakeholders
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InadditiontotheEAValueProposition,theteamcanalsoprovideEAawarenessonfactorssuchas:
a. ExplainbestEApracticesinotheragencies.
b. ExplainEArelatedlawsandregulationsimposedongovernmentagenciesviadecrees.
c. ExplainhowEAaffectsagency’sperformanceandinnovationendeavors,andwhatEAwillbringtotheagency’sexecutives.
d. Utilizeexternalexpertiseasneeded.
It isrecommendedthattheteampresenttheEAvaluepropositiontothe ITDirectororCIOfirst.Subsequently,theteamcanpresentorprovideawarenesstothedifferentstakeholdersandobtainfeedbackfromthem.Finally,theycanpresenttothetopmanagementtogettheirbuy-in.ThegovernmentagencycanalsoapproachYesser’sNEAofficetohelpintheEAawarenesssessions.
Fornow,theawarenesssessionsaretomakethestakeholdersthinkaboutthevalueofEA.Itisnottogettheirapprovalyet(althoughitwouldbegood).OncetheyareawareofthebenefitsofEA,theteammayalsoneedtoengagethemforthenextstep.NotethattheseawarenesssessionsarepartofthecontinuousEAgovernance(seethe‘ContinuousGovernance’sectionfordetails).
3.4.3 Step 1.3 Assess government agency’s e-transformation maturity
This step focuses on thematurity of the government agency’s e-transformation. From theabovevaluepropositions,EAcanhelptodetermineareasforimprovementstoincreasethee-transformationmaturity.Thee-TransformationmaturityismeasuredyearlybyYesserusingtheQiyastool.Theoutcomeofthisstepwilldrivetheactualscopeandmotivationforthegovernmentagency’sEA.Thefollowingactivitiesarerecommended:
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1. Obtainthegovernmentagency’smaturityreportfromYesserviaQiyas
2. FactorsforconsiderationincluderateofITadoption,effectivenessofbusinessservices&functions,satisfactionlevelofcitizens&businesses,rateofalignmentwith2ndSaudie-GovernmentActionPlan,governmentagency’scapabilityonbusinessproductivity,andtheextentofsharingofapplications,dataandITinfrastructurewithinthegovernmentagencyandinter-agency
3. Identifytheareasforimprovements
4. AnalyzetheseareasandmaptothespecificEAvaluepropositions
5. AlsorefertoNEAMaturityModelsothatthegovernmentagencycanfurtherassessitsmaturity
6. ShortlisttherecommendedEAvalueproposition(s)
7. Presenttothee-TransformationCommitteeorequivalentandgettheirapprovalorconcurrence.Fromtheirfeedback,mayneedtodochangestofinalizetheEAvalueproposition.
Table3-3providesasummaryofthelikelyEAvaluepropositionsbasedonthee-transformationmaturitylevel.Notethatthisisonlyanindication.Governmentagencieshavetodotheirowndetailedanalysis.
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S/Noe-Transformation
MaturityLikely EA Value Proposition(s)
1 LOW a. AligngovernmentagencyprojectswithSaudie-GovernmentActionPlan
b. Aidplanningandprioritizinggovernmentagency-wideactionplan
c. Improveservicequalitytocitizensandbusinesses
PrioritizeITprojects
2 MEDIUM a. AligngovernmentagencyprojectswithSaudie-GovernmentActionPlan
b. Aidplanningandprioritizinggovernmentagency-wideactionplan
c. Improveservicequalitytocitizensandbusinesses
d. Increaseproductivity
e. PrioritizeandimproveITinvestmentsforgovernmentagency
f. ReducewastageofITcosts
g. IdentifyconsolidationprojectstoreduceITcostandbettermanagement
h. Developinter-operabilitystandardswithingovernmentagencyandinter-agency
3 HIGH a. PrioritizeandimprovebothbusinessandITinvestmentsforgovernmentagency
b. Businessandtechnologyinnovationtodeliverhighlyintegrated,value-addedservices
c. Significantperformanceimprovementsforthegovernmentagency
Table 3-3: Likely EA value proposition based on e-Transformation maturity
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Belowareexamplesoflocalgovernmentagencies’EAdrivers–i.e.themotivationreasonsorpurposesindevelopingtheirownEAs.
Government Agency EA drivers
TheNationalInformationCenter(TechnologyarmofMinistryofInterior)
1. Lackofagency-wideviewtogovernprojects (bothbusiness&IT)andresources
2. DuplicatedinvestmentsespeciallyinIT
3. Inefficient and ineffective in deliveringquality andtimelygovernmentservices
4. Operational difficulties due to abundance of non-standardizedinfrastructureandtechnologies
TheNationalCenterforEducationInformation(MinistryofEducation)
1. Lackofagency-wideviewtogovernprojects(bothbusiness&IT)andresources
2. DuplicatedinvestmentsespeciallyinIT
3. HighdemandforITservicesandsolutions
4. ComplexbusinessandITlandscapes
5. Organizationaldifficultiessuchasineffectivecommunications,lackoftransparencyandinefficiency
MinistryofEducation(HigherEducation)–SafeerProgram
1. No organizational-wide view of services, applications,businessprocesses,dataand IT infrastructure thataffectstrategicdecisionmaking
2. HighIToperationalcosts
3. OperationalcomplexityNationalCenterforAssessmentinHigherEducation(Qiyas)
1. Lackoforganizational-widegovernance
2. Notbusiness-driven;insteadIT-led
3. Improvethedeliveryofqualityservices
4. Operationalcomplexity&highcosts
5. Performancelimitations
Table 3-4: Local examples for EA drivers or purposes
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3.4.4 Step 1.4 Document government agency’s EA project strategy
AftersomeEAawarenesssessionsandfollowedbytheapprovalfromthetopmanagementore-TransformationCommittee,thereshouldbesufficientdrivingfactorsbynowtoembarkontheEAdevelopment.Itisvital,however,todocumentanEAProjectStrategyclearlydescribingthegoals,expectedoutcomes,andprojectschedulewithalistofresourcesrequired.
TheEAProjectStrategyshouldfocusonstrategicandlong-termoutcomesforthegovernmentagency.Inthenextstep,amoredetailedEAProjectPlanwillbecreated.Forthisstep,theEAProjectStrategyshouldcoverthefollowingtopics:
1. TheEAValuePropositionsorPurposes
2. GoalsorObjectivesoftheEAProject
3. ScopeandScheduleoftheEAProject
4. EADevelopmentConsiderationsandApproach(includingphase/gradualdevelopmentstrategy
andsourcingmethodi.e.In-HouseorOut-Source)
5. EstimatedCostandResources(Staff)Requirements.
Table3-4illustratesthekeyconsiderationsindevelopingtheEAProjectStrategy.
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Considerations Pros Cons
Scope
GradualStableEAmanagementwithminimizedrisks
Losingmomentumduetoextendeddevelopmentperiod
AllatonceOutcomeinorganization’soverallperspective.
Riskoffailuredependingonorganization’sreadiness
Workforce
In-HouseInternalresourcecanbeutilized Extendedpreparationtime
Outsourcing
Timelystaffingofexpertisedesired
Littleknowledgeaccumulation.Excessiverelianceonouterresources.
Direction
Upward VisibleoutcomesontimeExtraeffortsonintegration/alignmentneeded
DownwardRealizingEA’sfullpo-tential
Extendedtimetoseevisibleoutcomes
Focus
AllEven Anoverallarchitecturecanbeobtained
Additionaltimeandcost.
Missingin-depthinformationoncriticalareas
Focuson
KeyAreas
Visibleoutcomeinmajorareas.
Momentumwhenexpandingareas
Difficultyofuseduetounevendepthofinformation
Table 3-5: Considerations for EA project strategy development
DependingontheEAvaluepropositionorpurpose,theEAstrategyistypicallybuildgraduallyovertimefrombottom-up,top-down,orboth.ThefollowingareexamplesofEAdevelopmentstrategies.
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Figure 31: Example of bottom-up development strategy
Figure 32: Example of mixed development approach
3.4.5 Step 1.5 Present and obtain approval for EA project strategy
PresentandgetapprovalontheEAProjectStrategyfromthee-TransformationCommitteeorequivalent.Notethatthisisnotaneasytaskandmayneedafewiterations.Therecommendedactivitiesare:
1. Fromtheawarenesssessions,theteamcanhaveagoodideawhocanprovidegooddirec-
tions, requirementsand supportiveof theEAproject. Thus,obtain feedbackon theEA
projectstrategyfromthesekeystakeholders
2. InadditiontotheEAprojectstrategydocumentation,prepareapreciseyeteffectivepre-
sentationslides
3. PresenttothekeystakeholdersandotherEAsupporters.Fromtheirfeedback,updatethe
presentationslidesandEAprojectstrategydocumentrespectively
4. Finally,presentthee-TransformationCommitteeorequivalentforapproval.
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4. Stage 2 - Develop EA Project Plan4.1 Stage summary
HavingestablishedanapprovedEAProjectStrategy,thegovernmentagencyhastocarryoutthedetailedplanfortheEAproject.ThisstagedescribesthekeyactivitiesinvolvedindevelopingandobtainingapprovalfortheEAproject.
4.2 Stage purpose
ThegovernmentagencyhastostructureandformappropriateEACoreteam(s)anddevelopthedetailedEAprojectplan.Thefollowingspecificexpectedoutcomesfromthisstageare:
1. Clarifyrolesandresponsibilitiesofmanagementandthevariousworkingteams
2. ClarifythegovernanceandmanagementofEAinthegovernmentagency
3. Obtainmanagementapprovalandcommitmentonthegoals,schedulesandresourcesto
developandimplementtheEA.
4.3 Stage initiation
ThisstagebeginswiththeendorsementorapprovaloftheEAProjectStrategyinStage1.
4.4 Key steps in stage 2
Table4-1liststhekeystepsinStage2.
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Stage /
Step NoDescription Deliverable
2 DevelopEAProjectPlan GovernmentAgency’sEAProjectPlan
2.1 UponapprovaloftheProjectStrategy(Step1.4),proposeandsetupthevari-ousEAcommitteesandteamssuchasEAGovernanceCommittee,EAWorkingTeam,Business-DomainWorkingTeamandtheITWorkingTeam.
ApprovedEAcommitteesandworkingteamsbythee-TransformationCommitteeorequivalent
2.2 FinalizetheEAdevelopmentapproachsuchasscope,budget,schedule,andincludingoutsourcingorinsourcingoftheGovernment Agency’sEAimplementation.AlsoincludetheadoptionofEAcultureintoallaspectsofbusinessandITplanningandreviews
ApprovedEAdevelopmentapproachbye-transformationcommitteeorequivalent
2.3 UponapprovalofSteps2.1&2.2,theEAworkingteamwilldocumentthedetailedEAProjectPlan
DraftEAprojectplan
2.4 PresentandobtainapprovalfortheEAprojectplan
ApprovedEAprojectplanbytheEAGovernanceCommittee
Table 4-1: Stage 2 steps
4.4.1 Step 2.1 Set up EA committees and working teams
Thefirstactivityistosetupthenecessarycommitteesandworkingteams.Dependingonthegovernmentagency’sEAgoalsandscope,thetypeofcommitteesandworkingteamsmayvary.Although every government agency has an e-Transformation Committee that oversees theoveralldevelopmentandprogressofthee-Governmenttransformation,thereisaneedforanEAgovernancecommitteetooverseeanddirecttheprogressoftheEAdevelopmentproject.EAisoneofthemainenablersforaneffectivee-Governmenttransformation.Typically,oneofthee-transformationcommitteemembers(i.e.themainEAsponsor)willchairtheEAgovernancecommittee.Table4-2liststhecommoncommitteesandworkingteamsforagovernmentEAdevelopmentproject,whileFigure4-1showsaexampleEAorganizationalstructure.Notethattheseareonlyrecommendations.GovernmentagencieshavetofindthebestorganizationalstructureforitsEAproject.
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S/NoName of
Committee / Working Team
Responsibilities Members
1 EAGovernanceCommittee
a. Steersandprovidesstrategicgovernmentagency-widedirections
b.Empowerstheworkingteamswithaccount-abilitiesandresources
c.MakesstrategicdecisionsonEArecommen-dationsthataffectthewhole-of-govern-mentagency(includingitsbranchesifany)
d.Raiseupmattersorissuesaffectinggovern-mentagency-wideandinter-agencycol-laborations
e.ReviewsandendorsestheEAProjectplans,frameworksandreferencemodels
f.Reviewsandapprovesstrategicpoliciesandactionsas
recommendedbytheEACoreTeam.
Thegovernmentagencye-TransformationCommittee(ifexist)canalsoplayanotherroleastheEAGovernanceCommittee.Alternatively,themembersrecommendedare:
i. DeputyUnderSecretary/DeputyCEO/DeputyDGasChairperson(basicallythe2ndhighestpersoninthegovernmentagency)
ii. CxO(s)
iii.CIO/ITDirector
iv.ChiefArchitect(couldbeanoutsourcedrole)
v. Directorsofcore businessfunctions.
2 EACoreTeam a. Architectsthegovernmentagency’sEA
b.DevelopsEAframeworkandreferencemod-els
c. Recommendsstrategicdirections,policiesandprojectsforthewhole-of-governmentagency.
i. ChiefArchitect
ii. BusinessArchitect
iii.ApplicationArchitect
iv.DataArchitect
v. TechnologyArchitect
vi.EAWorkingTeammembers(seebelow).
3 EAWorkingTeam a. DevelopsthevariousEAReferenceModelsand Standards
b MaintainstheEA artifacts
c. Providestrainingsandawarenesstothegovernmentagency.
i. Businessdomainexpertsin+thecoregovernmentagency’sfunctions
ii. ITManager
iii.ITengineerwhoisinchargeofinfra-structureandtechnologymatters
iv.DatabaseAdministrator(DBA)
v. ApplicationAnalyst.
Table 4-2: Typical government EA committees and working teams
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Someimportantnotes:
1. EAprojectisnotonlyaboutIT.Hence,itisimportantthatsufficientstafffromthebusinessdo-
mainsareinvolved.Thebusinessdomainsexpertsshouldbeexperiencedandhavegooddetailed
knowledgeaboutthegovernmentagency’smainbusinesses.
2. Itisalsorecommendedtogetthebusinessexpertswhoareinchargeofthecoree-servicesand
customer/citizenservicerelationship(ifany)
3. AsfortheITstaffmembers,theyshouldbeexperiencedandareleadingspecificteamssuchas
infrastructure,databaseandapplications.
Figure4-1illustratesanexampleoftheEAorganizationalstructure.
Figure 4-1: Example of EA organizational structure
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Inadditiontotheorganizationalstructureofthecommitteesandworkingteams, it isalsoanecessity to define basic governance ormanagement processes relating to the approval ofprojectsandactivities.Thetablesbelowprovidedifferentgovernance/managementareasforconsiderationsandexamplecasesuseingovernmentagenciesrespectively.Formoredetailsongovernance,pleaserefertothesection“ContinuousGovernance”,
Management Field Key Content
ProgramManagement
1. TracktheprogressoftheEAproject
2. ProvideupdatestotheEAGovernanceCommittee
3. Highlightoralertissuespertainingtoschedule,resourcesandbudget.
ChangeManagement
1. EnsurequalityofcontentintheEAdeliverablesandartifacts
2. Controlandapprovechangesandpublishingofartifacts
3. Agreeonremovalordeletionofobsoleteartifacts.
PerformanceManagement
1. AnalyzeandreviewimpactofEAonthegovernmentagency
2. MeasuretheusefulnessofEAindifferentaspectsandoperationsofthegovernmentagency
3. ApprovetheareasofimprovementasdescribedintheEA’srecommendations.
CapabilityManagement
1. Identifyskillsfordevelopmentinthegovernmentagency
2. Identifydepartments,divisionorbusinessfunctionsthatrequireincreasedorimprovedcapabilities
3. Approveontrainingprogramsandincentives.
Table 4-3: Governance / Management fields
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Government Agency Management Scope
TheMinistryofAAA
•EAprogressmanagementgroup
•EAprogressmanagementprocedure
-Progressmanagementprocedure,changerequest·re-view,decision-makingonchanges,EAsynchronization,EAre-composition,EArelease
TheMinistryofBBB
•EAmanagementgroup
•EAworkplanning
-EAprojectplanning,EAobservance,EAchange,EAusesup-port,EAsystemoperation,EAassessment
•Managementsupporttool
-managementguideline,trainingplanning,changemanage-ment,transitionplan,performancemodel
TheMinistryofCCC
•EAmanagementgroupplan
•EAmanagementprocess
•EAmaturitymodel
•EAmanagementguideline
Table 4-4: Examples of governance / management fields in government agencies
Theserecommendationsoncommittees/workingteamsandgovernanceprocesseshavetobeapprovedbythee-TransformationCommitteeorequivalent.Onapproval, thesecommitteesandworkingteamscanofficiallyembarkonthedetailedEAdevelopmentwork.Pleaserefertothe‘ContinuousGovernance’sectionformoredetails.
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4.4.2 Step 2.2 Finalize EA development approach
TheresultofStage1was thehigh-levelEAProjectStrategydevelopedbyasmallgroupofindividuals.AsEAisawidetopicwithmanyfactors,itisaprudentapproachtodevelopamoredetailedEAProjectPlanwithinputsfromvariousperspectiveswithinthegovernmentagency.
WiththesetupofthevariousEAcommitteesandworkingteams,theofficialEAworkcanbegin.TheEACoreTeamandthevariousworkingteamscanmeet,discussandfinalizeonthefollowing:
1. EA Objectives / Goals
AgreeontheprimaryobjectivesorgoalsoftheEAproject.TheinitialobjectivesorgoalsdefinedintheEAProjectStrategyhavetobereviewedanddiscussedwiththenewmembersintheEACoreTeamandworkingteams.ItiscommonthattheEAobjectivesorgoalsareand/oramended.
2. EA Scope
TheEACoreTeamandworkingteammembersneedtohavedetaileddiscussiononwhatentailstheEAdevelopmentscopeforthegovernmentagency.TheEAscopewillaffecttheresourcesrequired,timeandbudget.Withinputsfromdifferentmembers,thereisatendencythatthescopecanbespecific.Thegovernmentagencyalsohastoconsideragradualorconsolidatedscopingi.e.todoeverythingintheEAatonceortobuildtheEAgraduallyovertime.TheEACoreTeamorChiefArchitecthastonormalizeorfindabalanceintheEAscoping.BelowaresomeexamplesoftheEAscopes.
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Item Specific Scope
Current
/Target
Architecture
1. WhatwastheprimaryPurposefordevelopingEA?
2. IstheprimarypurposetodevelopfuturebusinessandITblueprints?
3. IstheprimarypurposetomanageeffectivelythecurrentITresources?
Architecture
Scope and
Level
1. AnagencywithnoEAexperiencewouldbetteroffwithagradualapproach.
2. TheT-approach(overallarchitecting+in-deptharchitectingoncer-tainareas)canbetakenasneeded.
3. GradualscopingappropriatetoEApurposes
4. Acurrentarchitectureshouldbedetailedenoughtoperformanoverallanalysis.Targetarchitectureshouldbedrawnattheplannerlevelandcontaindetailsdowntothedeveloperlevel.
Business/Application
/Data/Technology/Security
1. Isbusinessprocessimprovements?
2. IsthereaneedtoalignITprojectswiththebusinessobjectives?
3. Isadatarenovationsuchasdatastandardizationordatasharingurgent?
4. IsthereanurgentneedforITstandardizationorITassetmanagement?
Table 4-5: Examples of EA scope
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Gradual Scoping Examples
1
a.Onsomedomains(Strategy,Business,ITetc.)
b.Vision/Principles,Framework,ReferenceModels
c.CurrentandTargetArchitecture
d.TransitionPlan
e.Training/Promotion
2
a.Onalldomains
b.CurrentandTargetArchitecture
c.TransitionPlan
e.EATool
f.Training/Promotion
g.EAMaturityLevelAssessment
3
a.EAUseandManagementPlan
b.GuidelineRevision
c.ReinforceEAEnvironment
d.Training/Promotion
e.EAExpertise(InternalArchitects)
Table 4-6: Examples of EA gradual scoping
3. Development Approach
InStage1,theEAStrategyhasprobablydescribedthedevelopmentstrategy.Thisistypicallyaphasedapproachsuchasbottom-up,top-downormixed.Inthisstage,theEACoreTeamandotherdevelopment teamshave to reviewand furtherdiscuss thebestapproach taking intoconsiderationthechangesmadetotheEAscope.DependingontheactualEAvaluepropositionorpurposes,thefollowingarerecommended:
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S/No EA Objectives / Values Strategy
1 Understandingagency-wideperspectiveonissues,problems,challenges,etc.
CarryoutbothbusinessandITlandscapestudies.Thisin-formationarevaluableforbothbusinessandITplanningactivities,andtheyarepre-ambletotheEAactivities.
2 ITStandardizationespeciallyforinfrastructure,databasesandapplications
DevelopthetechnologyArchitectureincludingITstan-dards andguidelinesasthefirstmajorEAdeliverable.
3 TuningandConsolidationofITInfrastructure
Develop the Technology Architecture including IT stan-dardsandguidelinesasthefirstmajorEAdeliverable.Inparticular,architectforsharedandconsolidatedITinfra-structure environment. Use Return-on-Investment (ROI)asafinancialjustificationfortheconsolidationexercise.
4 Consolidatingdataelementsanddataexchange
DeveloptheData/InformationArchitectureasthemaindeliverable.However,needphysicalsolutionsuchasnet-work, databases, storages, etc. Recommended to nextdeveloptheTechnologyArchitectureandthenimplementthedataconsolidationexercise.
5 Applicationconsolidation Develop the Application Architecture. However, needphysical solution such as servers, databases, storages,etc.RecommendedtonextdeveloptheTechnologyAr-chitectureandthenimplementtheapplicationconsoli-dationexercise.
6 Businessandserviceimprove-ment,delivery
First, develop the Business Architecture. Documentall thekeybusinessprocessesandservices.Developamethodologytoselectbusinessprocessesandservicesforimprovements.RecommendedtodeveloptheAppli-cationorTechnologyArchitecturesubsequently.
7 Reviewingandimprovingmajorprogram
Ensure that theprogramscope isclear.RecommendedtodeveloptheBusinessArchitecturefirst.TheotherIT-relatedApplication,Data and Technology architecturescanstartinparallel.
8 BusinessandITAlignmentandInvestment
RecommendedtofirstdeveloptheTechnologyAr-chitecture.Next,developtheBusinessArchitecture.Ifpossible,alsodeveloptheApplicationArchitecture(butifthisisnotpossibleduetotime,thensimplyliststheentireapplicationinventorytoestablishthebusi-nessfunctionandapplicationrelationship).Carryoutagapanalysisstudyandproviderecommendationsforimprovements.
Table 4-7: Development approach recommendations
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4. BudgetReview,analyzeandre-estimatetheinitialbudgetfromStage1.TheEAscopeaffectstheoveralldevelopmentbudget.Timeandmoneyneedtobebudgetedproperly,sinceEApracticeisongoingandvariable.UpdatetheEAbudgettakingthefollowinginformationforconsideration.
Budget Category Budget Description
EADevelopmentBudget 1. EAdevelopmentscopeCurrentArchitecture,TargetArchitecturedevelopmentscopeEntire/Partial,Organizations/ProjectsBusiness/Application/Data/Technology/SecurityReferencemodeldevelopment scope
2. EAtoolcost,Software/Hardwarecost(It’spossibletodostep-by-step planningandbudgetingfortheEAdevelopment,EATool)
EAManagementBudget 1. EAmanagementtargetscopeandbudget
2. EAreportingorbusinessintelligencetoolcost
EA Training And Pro-motionBudget
1. EAtraining,workshopbudget
2. EApromotionbudget
Others 1. Externalexpertisecost,etc.
EAMaintenanceCosts 1. EAmaintenance
2. EAhardwareandsoftwaremaintenance
3. EAtoolmaintenance
4. EAreportingorbusinessintelligencetoolmaintenance
Table 4-8: Budget categories for consideration
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5. Roadmap
Acriticalreviewofthemilestonesorscheduleisnecessary.TheEACoreTeamandworkingteamshavetolistandprioritizetheexpectedEAdeliverablesbasedontheEAscope.Considerationsaffecting the schedule includesalignment to the2ndSaudie-GovernmentActionPlan, thegovernmentagencyplansandanyneed for compliancewithSaudiGovernmentpoliciesorprojects.
Atthisstage,appointaProjectManagersothattheEATransitionRoadmapcanbepreparedjointlywithEACoreTeam.FromtheEATransitionRoadmap,thenextstepwilldevelopadetailedProjectPlan.BelowareexamplesofEATransitionRoadmap.
Figure 4-2: Example of EA transition roadmap
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6. Usefulness of EA
ThefinalpartoftheEAdevelopmentapproachistodescribetheusefulnessofthegovernmentagency’sEAthathastomatchwiththeoriginalEAValueProposition(s).Thus,theEACoreTeamandworking teamshave todiscussand list theusefulnessofEAespecially for thedifferentstakeholders.Table4-9describessomeoftheusefulnessofEA.
Usefulness Key Content
UseinITplanning 1. Checkprojectoverlapping,reuse,criteriacompliance,etc.inthevisionof
wholeagency
2. Checkalignmentwithagency’svision,purposes,andtargetarchitecture
3. ReflectonITinvestmentdecisionandrelations.
Useinprojectexecution
1. Identifywork status, IT systems status, target system requirements,
target of reuse, target of shared use, standardization requirements,
etc.andreflectthemonbusinessplan,workinstruction,etc.
2. ITentrepreneurcananalyzeworkstatus&ITstatusbyusingcurrentar-
chitectureand,hecanperformbusinessbyusingEAprinciples,reference
model,targetarchitecture,etc.
UseinITresourcemanagement
1. ApplyEAprinciples, referencemodel, standard,etc. to IT resources
management, such as their identification, standardization, reuse,
implementation,disuse,etc.
UseinBusinessProcessRe-Engineering
1. EAcanidentifyareasforBusinessProcessRe-Engineering,andtobuilda
roadmapforautomationofthosebusinessprocesses,insuchacasethe
focuswouldbemoreontheBusinessDomainofEAandlessfocusonthe
otherdomains.
Table 4-9: Description on the EA usefulness
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Table4-10belowlistsaresomecommonexamplesofEAusefulnessmappedintocategories.
Category EA Usefulness Examples
IT&InvestmentPlanningAlignment
PrioritizeITprojects
EnsurenoduplicationofITorotherprojects
MergeEAtransition/implementationplanwithITplan
Identifybusinessareasandservicesforimprovements
BudgetITandrelatedprojects
Identifyareasandprojectswithhighcapitalandmaintenancecosts
InformationAlignment
Alignbusiness(thruBusinessReferenceModel)withfinancialsystems
Alignbusiness(thruBusinessReferenceModel)withknowledge-basedandcontentmanagementsystems(includingcontentonwebsitesandmobileapplications)Alignbusinessandallapplicationsystemsthruuseofstandarddatarepositoryanddataexchanges(thruDataReferenceModel)
BusinessImprove-ments
Identifybusinessprocessesandservicesthatneedtomeetthestan-dardperformance(definedinPerformanceReferenceModel)
Identifyandimprovebusinessprocessesandservices(thruBusinessReferenceModel)
ITProjectPlanning ITprojectvalidityreview
DevelopITmasterorannualplans
DevelopITprojectplansthatarealignedwithITmasterplanandEATransitionRoadmap
ITProjectExecution DefinescopeandrequirementsbasedonEAinformation
DesignsolutionsbasedontargetarchitecturesProgrammanagevariousITprojectsusingEAManagementSystem(EAMS)
Audit ExtractauditchecklistitemsfromEAinformation
PrepareforauditwithalltheenterpriseinformationavailableinEAMS
ITEvaluation EvaluateITprojectdeliverablesagainststandardsandpoliciesdefinedinEAPostevaluationagainstEAperformanceindicators
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Infrastructure Op-erations
Checkforcomplianceagainsttechnologystandards&guidelinesdefinedinTechnology,DataandApplicationarchitecturesCaptureinfrastructureinventoriesbasedondefinitionsinTechnologyArchitecturePlanforimprovements,migrationandtechnologyrefreshofhard-wareandsoftwarebasedonpoliciesandstandardsdefinedinEA
Table 4-10: Examples of EA usefulness categories
Table4-11listexamplesinthesomeagencies.
Government Agency Use Scope
TheMinistryofAAA
• Medium-andlong-termITplanandITinvestmentplan
• Establishmedium-andlong-termITplan&ITinvestmentplan.Re-viewthevalidityofITinvestmentplan
• ExecuteITbusiness
• ITplandevelopment,businessprogressandreview.
TheMinistryofBBB
• SelectITprojectandITinvestmentplan
-Businessprocessimprovement,ITplanning
• Projectplandevelopmentandcontract
-Businessplanningandentrepreneurselection
• EstablishITsystem
-ITsystemdevelopment
• OperateITsystemandmanagetheasset
-Systemoperation,ITassetmanagement.
TheMinistryofCCC
• ITplandevelopment
• Budgetplanningandadjustment
• Directionsettingforfuturetech-nologies
• DecisionofhowtointroduceITtechnology
• Projectmanagement
• InfrastructureImplementa-tionandmaintenance
• ITassetmanagement
• ITsystemoperation
• Informationprotectionandsecurity
• Informationrecoursessharing
Table 4-11: Examples of EA usefulness
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PresenttheEAdevelopmentapproachtotheEAGovernanceCommitteeforapproval.
4.4.3 Step 2.3 Document detailed EA project plan
HavingobtainedtheEAGovernanceCommittee’sfeedbackandapprovalontheEAdevelop-mentapproach,theteamcanstartdocumentingthedetailedEAProjectPlanthatwillelabo-rateontheobjectives,scope,schedules,fundingandprojectmanagementdetails.Theprevi-ousoutputs,suchastheEAdevelopmentapproach,willbeusetopreparetheEAProjectPlanthatwillbeusedtotrackandmonitortheprogressofallthekeystepsandactivitiesinthedevelopmentofthegovernmentagency’sEA.
Followingisanexampleformatforprojectplan.Itisalsoadvisabletopreparethedetailedproj-ectschedulebasedonMicrosoftProject.
1.EAInitiativeOverview
A.BackgroundandRationale
• SpecifybackgroundandrationaleofEAprojectplan,accordingtodomestic/overseasenvi-ronmentchanges
• Specifyagency’sITstatusandEArationaleinordertosolverelativeissues
• SpecifybackgroundandrationaleofEAprojectplaninaviewofagency’sgoalstobeachievedbyEAimplementation⋅development
B.Provision
• Writedownservice/process’simprovementwhichcanbemadebyEAafterEAimplementation
C. Scope
• SpecifyscopeofEAdevelopmentproject
• SpecifyingEAproject’skeycontents&EAdevelopmentscope,sincedetailedprojectscope/contentscanbewrittendownin‘RequestforProposal’
D.Expectedoutcome
• Writedownqualitative,quantitativeexpectedoutcomesmadeaftercompletingEAproject
• Itisrequiredtopresentclearlyexpectedoutcomestheagencywantstohavethroughtheprojectsincetheyarerelatedwithproject’soveralldirection.
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2.CurrentStatus/Issues
A.BusinessStatus
• Presentaworkdiagramwhichshowswholeworkinordertounderstandagency’soverallworkcomposition
• Specifytaskname,taskoverview/function,performinggroup,relatedagency,etc.whichareincludedintheproject
• WritedownachartoftheVendorwhichperformstheprojectintheagency
B.ITStatus
• Writedownastofigureoutagency’soverallITstatus
• Writedownapplicationsystem’sprofileinordertofigureoutthesystem’soverallsizeandservicecontents
• Writeitdownwithitsbasicspecㅡhardware(server,disarray),etc.ㅡinordertofigureouttools’overallsize
• Writedowninformationwithwhichconnectionstatuswithexternalsystemscanbefiguredout
C.CaseStudy[OptionalComponent]
• Describecontentsaboutdomestic/overseasEAprojectcases
• Describeimplicationsafteranalyzingdomestic/overseasEAprojectcases
D.Issues/Solutions
• Describeissuesintermsofagency’sbusiness,data,application,connectedtechnology,ITmanagementsystem,etc.byusingresultsofBPR/ISP,etc.
• Describeissues,limitations,etc.whichtheagencyhaswhenEAimplementation/operation
• Describesolutionstosolvetheissues
3.ProjectManagementA.Goals/Directions
• Describeagency’svisionpolicygoals
• DescribeoverallEAprojectgoalsandspecificgoalswhichcanbeachievedbytheproject
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[ExampleofProjectPurposesbyanAgency]
Keyword TheMinistryofAAA
TheMinistryofBBB
TheMinistryofCCC
TheMinistryofDDD
TheMinistryofEEE
CommonuseofInformation O O
Interoperability O O
ITSystemDevelopment O O O
ConnectionofWorkwithIT O O O O O
UsingasaInnovationTool O O
EAImplementationBaseDevel-opment
O O
ITBaseDevelopment O O O
Standardization O O O
B.ProjectStrategy
• Describeprojectstrategiessuitabletoagency’scharacteristics
• Describeprojectstrategiesastodrawsuccessfactorsfromtrialprojectsandothercasestud-iesandthen,performtheproject
• Describewhetherstandardfactors⋅suchasnationalEAstandardframework,referencemodel,standardartifactmetamodel,etc.⋅isappliedornot
• DescribewhethertechnologyassessmentstandardsYEFI,NEAFramework,NORAetc.isobservedornot
C.Organization/Process
• Describerequiredorganizationalstructureandtheirroles
• IncludeCIO,ArchitectureCommittee,ChiefArchitect,EACoreteam,etc.intotheagency
• DescribestructuredEAprojectplanning’sresponsibility/roles
D.Schedule
• Markproject’stotaltimerequired,contactperiod,phase,mainevents,(beginningandcom-pletingsession,workshop,lawamendment,thefirstdayofservice,publichearing,etc.)etc.
4.ProjectDescriptionA.ProjectOverview
• Explaintheproject
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B.ProjectDetails
• Describedetailedprojectcontentsbyeachscope
• Describedetailedprojectcontentsbyeachphase
C.SystemDevelopment
• Describeadiagramoftargetsystem,keyfunctions,andcompositionsforEAMSdevelopment
5.Resources/BudgetA.Budgeting(long-term)
• Describetotalbudgetmadeduringtheproject
• Describehowtosecurebudget
B.Budgeting(fortheyear)
• Describerequiredbudgetbasedontheyear’sprojectscope
• Describerequiredbudgetoftheyearindetailaccordingtotypesuchasservicecharge,costofsystemsetup,purchaseoftools,etc.
• Describeestimationstandardandestimatedcontentsindetail
6.EAUse/ManagementA.EAUse
• Describeuseplan,suchasusepurpose,usescope,etc.whicharedefinedtouseEAinformation
B.EAManagement
• Describemanagementsystem,managementpurpose,managementscope,etc.whicharedefinedtomaintainEAinformation
Figure 4-3:ExampleformatforEAprojectplan
4.4.4 Step 2.4 Present and obtain approval for the EA project plan
Preparethepresentationslidesandreviewthem.Itisgoodtodoapresentationtoanyinter-estedstakeholdersfirstsuchasCIOorITdepartmentandabusinessdepartmentfortheirfeed-back.FinallypresentandgetapprovalfromtheEAGovernanceCommittee.
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Co
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ce
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5. Continuous Governance5.1 Purpose of governance
WiththeapprovedEAprojectplanbytheEAGovernanceCommitteeinthepreviousstage,theEACoreandworkingteamscanembarkonthedetailEAwork.AsEAisamassiveandlong-termproject, thereareboundtobemanychallengesand issues. It isvital, therefore,thattheEAgovernanceworkisalsoaddresstoensurethesuccessoftheproject.
ThepreviousstagehasdefinedherolesandresponsibilitiesoftheEAGovernanceCommittee.Hence,thepurposeoftheEAgovernanceisveryclear,i.e.tosteeranddirecttheEAprojecttosuccessfullymeetthegovernmentagency’svision,missionandstrategicgoals.RecommendedthattheEAGovernanceCommitteereporttothee-TransformationCommitteeoroneofthee-TransformationCommitteememberstochairtheEAGovernanceCommittee.
5.2 Outcomes of governance
Theoutcomesofthecontinuousgovernanceare:
1. Up-to-dateprojectreportingonschedules,budget,progressandchallenges
2. Pro-activeandtimelyreviewofdeliverablesandartifacts(insteadofreactivemanagement)
3. Top-downtransparencyinsolvingchallengesandissuesacrossthegovernmentagency
4. Effectivemanagementofresourcesinthegovernmentagency.
5.3 Governance initiation
Thegovernmentagency’se-TransformationCommitteestarted thegovernanceby reviewingandapprovingtheEAProjectStrategyinStage1.TheEAgovernanceofficiallystartedwiththeformationoftheEAGovernanceCommitteeinStage2.NotethattheEAgovernanceisacon-tinuousactivityaffectingallstages.
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5.4 Key areas in EA governance
ThekeyareasinEAgovernancearelistedinTable5-1.
Stage /
Step NoDescription Deliverable
All ContinuousGovernance SuccessofGovernmentAgency’sEAProject
1. TrackandmonitorthekeyactivitiesanddeliverablesoftheEA.HighlighttoEAGovernanceCommitteeonpotentialdelays,changesinscope,andlackofresources
ProgrammanagementofGov-ernmentAgency’sEAimplemen-tation
2. ManagetheintroductionandchangestothevariousactivitiesintheEA.Inparticular,carryoutactivitiesonEAawarenessandpromotion
ChangemanagementespeciallyonawarenessandpromotionofGovernmentAgency’sEA
3. ManagethecapabilityrequirementsfortheEAimplementationthatincludestraining,changestojobscope,andreviewofdivision/departmentorganizationalstructures
Capabilitymanagementontheprogressiononthegovernmentagency’scapabilitiestocarryouttheEAProjectplans
4. Managethepoliciesandregulationsre-quiredtoimplementthedifferentfactorsoractivitiesoftheEAinthegovernmentagency
Policymanagementonthepoli-ciesandregulationsrelatingtotheEAexecution
5. ManagetheperformanceoutcomesoftheEAinthegovernmentagency
Performancemanagementonthemetrics,KPIsandoutcomesoftheEA
Table 5-1: Continuous governance steps
AsEAaffectsthewholeofthegovernmentagency’sfunctions,andnotmerelyIT,itisvitalthattheEAGovernanceCommitteehas tocarryout itsgovernance functions throughout theEAlifecycle.
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The EA governance covers five areas as summarized in Figure 5-1 - programmanagement,changemanagement,capabilitymanagement,policymanagementandperformancemanage-ment.Notethatthesefivemanagementareashavetobeplannedandexecutedtogetherratherthaninsequence.Throughprogrammanagement,whichactsasacentralmanagementarea,specificprojectsandtaskscanbeplanned,scheduledandmonitored.Detailsofthesegover-nanceareasaredescribebelow.
Figure 5-1: Five Aspects of EA governance
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5.4.1 Program management
TheEAwillbeacontinuousjourneywithdynamicchangesaffectingdifferentpartsofthear-chitecturesandreferencemodels.TheEAalsorecommendsinitiativesthatrequiretimetode-velopandfullyimplemented.
TheEACoreteammustprogrammanagetheEAjourney.Thefollowingarethekeyactivities:
1. Updatetheprogramplanforthemaininitiativesandprojectsresultingfromthedevelopment
phases,inparticularthetargetarchitectures
2. BriefandproposeonwhatandwhentoalerttheEAGovernanceCommitteeforactivitiesand
projectsthataredelayed,facedcomplexissuesorrequireadditionalresourcesandfunding
3. Havearegularmeeting(e.g.monthly)toupdatetheEAGovernanceCommittee
4. Havearegularmeeting(e.g.weekly)amongtheChiefArchitect,EACoreteamandworkingteams
5. Wherepossible,todelegateonespecialiststafftomanageonebigprogramorprojectsuchas
changemanagement, capabilitymanagement, policymanagement andperformancemanage-
ment.
5.4.2 Change management
BeforeEAexists,thegovernmentagencyhasbeenorganizing,planningandexecutingprojects(bothbusinessandIT)intypicalmanualandreactivefashion.TheintroductionofEArequiresbigchangestothegovernmentagencysuchasorganizationreview,integrated&strategicplan-ning,andmakingdecisionsone-Governmenttransformationprojectsinastructuredandtime-lyway.Thus,changemanagementisnecessaryforthesuccessoftheEAexecution.
Basis for change management
Theplans for the long-termchangemanagement requireapproval fromtheEAGovernanceCommittee.Inaddition,constantupdatestotheEAGovernanceCommitteeandeventotheothertopmanagementinthegovernmentagencyisrecommended.Thisistoensurethattopmanagementorthee-TransformationCommitteeisawareoftheprogressandchangestotheEAprogram.
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TheEAValueProposition-aspartoftheEAStrategy-wasprepared,presentedandapprovedbythetopmanagementore-TransformationCommitteeinStage1.Theteamcanuseandup-datethisdocumentasthebasisforEAchangemanagement.Inparticular,theEAchangeman-agementhastoaddressthefollowing:
S/No Stakeholders Why EA?
1 TopManagement a.Meetstrategicgoals
b.ImprovesITspendingandinvestments
c.CompliancewithSaudie-GovernmentActionPlan
2 BusinessOwners a.Improvesbusinessefficiency&effectiveness
b.Increasesnumberofe-services
c.Betterservicestocitizensandbusinesses
3 ITStaff a.PrioritizeITprojects
b.QualityITdeliverables
4 OperationsStaff a.Improvespersonalworkefficiency
b.Better,integratedworkprocesses
c.Betterservicestocitizensandbusinesses
Table 5-2: Need for EA change management
Scope of change management
ThedevelopmentandupdatesoftheEAartifactsordeliverablesarepartofchangemanagement. Theseartifactshavetobeproduced,reviewed,amended,published,communicatedandmain-tained.More importantly,changemanagementcoverstheawarenessoftheEAproject,andthepromotionofEAasastrategictransformationenablerforthegovernmentagency.WhenallemployeesunderstandaboutEA–fromtopmanagementtotheoperationsstaff–onlythencanEAbeasuccess.
Inshort,changemanagementhastoaddressthreekeyareas–EAartifactsmanagement,EAawarenessandEApromotion.
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1. EA Artifacts Management
Asearlyaspossible(atleastbyStage4i.e.developEAFramework),theEACoreteamhastoestablishartifactsmanagementprocessesandstandardsthatwillensurequalitydeliverablesaredocumented,updatedandapproved.Themainprocessesare:
a.Artifactreviewandapprovalmanagementprocess
b.Artifactreleasemanagementprocess
c.Artifactchangemanagementprocess
d.Artifactcompliancemanagementprocess.
TheEACore teamhas todevelopminimally theabovemanagementprocesses.Below isanexampleofonetheprocesses.
ArtifactReviewandApprovalManagementProcess
AstherewillbemanyartifactsanddocumentsproducedinthecourseoftheEAdevelopment,itisnecessarytohaveastandardprocesstoreviewandapprovethevariousdocuments.Itisassumedthatthegovernmenthasitsownversioncontrolprocessinplace(whichisnotcoveredinNORA).Figure5-2illustratesanexampleprocessforthereviewandapprovalofartifacts.
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Figure 5-2: Example of artifact review and approval process
Inthisexample,therearefourreviewsbeforethefinalapprovalfortheartifactordocumenta-tion.Eachreviewstartsbychecking-outtheartifact.Thefeedbackforeachreviewiscollectedforamendment.Notethateachreviewmayhavemultipleoccurrences.Thebasicdescriptionofthereviewsareasfollows:
a. Core team review
MainlytheChiefArchitectandtheEACoreteammemberswilldothefirstreview.Thisreviewistoensureaccuracyofcontentandtheinter-relationshipswithotherEAartifacts.
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b. Working team review
Theworkingteammemberscanthenreviewforapplicabilityastheyareawareofthespecificrequirementsandoperationalimplications.
c. External review
Thethirdreviewisbyanexternalteamthatmaybewithinthegovernmentagencyorevenoth-ers.Thisreviewistogetinputsfromstakeholders.
d. EA governance committee review
Finally,thegovernancecommitteewillbepresentedwiththeartifactfortheirreviewandcom-ments.
Foreachofthefourreviews,theEACoreteammembershavetodothefollowingeditorialtasks:
i. Fromthefeedbackobtained,updatetheartifactordocument
ii. ‘Scrub’theartifactordocumentforbasicqualitysuchasgrammar&spellcheck,formatting,fonts,etc.asdefinedintheEAdocumentationstandard
iii.Validatetheartifactordocumenttoensurethatcorrectnessofbasiccontentincludingcom-pliancetotheEAdocumentationstandard
iv. Thisisfollowedby‘proofread’.Thisstepistoensurethatthecontentcanbeunderstood
v. Finally,theartifactordocument isverifiedtoensurecorrectnessofcontentandits inter-relationshipswithotherartifacts
vi.Theartifactordocumentisthencheck-in.
2. EA Awareness
TheneedandimportanceofEAhastobecommunicatedtoallthegovernmentagencystaff,inparticulartothestakeholders identifiedabove.Awarenesscampaignssuchaspresentations,workshops and seminars canbe conducted. It is recommended that the EACore teamandworkingteamsdiscussedthemosteffectivewaystoexecutetheawareness.ThetablesbelowshowexamplesofhowandwhatcontentaretobeprovidedintheEAawarenesssessions.
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Awareness Method Target Audience Frequency
Presentation(includingupdatesonEAProgram)
TopManagement Quarterly
Presentation ITManagement Once
Presentation BusinessOwners Once
Workshop IT&BusinessStaff Quarterly
Table 5-3: EA awareness methods
Awareness MethodEstimate
DurationSuggested Content
Presentation(TopManagement) 1hour
i. EAGoals&Objectives
ii. NeedforEAinGovernmentAgency(i.e.benefits)
iii.EATransitionRoadmap
iv. SynergizeEAwithStrategiesandInvestmentDecisions
v. ProgressUpdate
Presentation(ITandBusinessOwn-ers)
2hours
i. EAGoals&Objectives
ii. NeedforEAinGovernmentAgency(i.e.benefits)
iii.HighLevelCurrentArchitecture
iv.HighLevelTargetArchitecture
v. EATransitionRoadmap
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Workshop 1day
i.EAGoals&Objectives
ii.NationalEnterpriseArchitecture(NEA)forSaudiGovernment
iii.NeedforEAinGovernmentAgency(i.e.benefits)
iv.CurrentIssues&Challenges
v.HighLevelCurrentArchitecture
vi.PossibleSolutions
vii.HighLevelTargetArchitecture
viii.EATransitionRoadmap
ix.HowCanStafforDivisionContrib-utetoEA
Table 5-4: Suggested content for EA awareness
AsEAcanonlybeasuccessifthegovernmentagencystartstothinkandactstrategically,itmaybenecessarytoconductadditionalawarenesssessionstospecificstakeholderssuchasthestra-tegicandfinancedivisions.Thesestakeholdersarepotentiallyrequiredtoconductintegratedstrategicandfinancialinvestmentdecisionsofthegovernmentagency.
3. EA Promotion
Complementingtheawarenessprogramabove,theEAhastobepromotedsothatbothman-agementandoperationalstaffinthegovernmentagencycanidentifythevaluethatEAbringsforth.ItisrecommendedthattheEACoreteamworkwiththemediaorpublicrelationsinthegovernmentagencytofinalizeandimplementthepromotion.ThefollowingarethekeystepsforconsiderationintheEApromotion:
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Activity Description
Purposeofpromotion IdentifytheactualpurposeintheEApromotion.Thismayaffectthescopeandbudgetofthepromotioncampaign
Understand howmanagement andstaffreceivespromotionalmessages
Analyzethetypicalbehaviorwhenpromotionalmessagesarecommunicatedtomanagementandoperationalstaffinthegovernmentagency.Thishelpstodesignthepromotionpackage
Designpromotionkeymessage WhiletherearemanygoalsandbenefitsofEA,theteamneedstodesignashortmessage(s)thatthemanagementandstaffcanunderstand
Designthetagline/logo Finally,designthetaglineorphrasefortheEA.Thisissomethingcatchythatcanbeeasilyremembered.Alsotheteammayconsiderdesigningalogoorspecialdia-gramoftheEA
Determine the effective mediaforpromotion
InadditiontoonlinemediasuchasIntranetandemail,theteamcanconsiderotheroptionsincludingsocialme-dia,videos,physicalpostersandphysicalgifts(e.g.mugs,mouse-pad,andUSBthumb-drive).Typicallythepromo-tionhasanumberofthesecombinations
ProduceandpromotetheEA Withtheaboveinplace,theteamcanfinallyproducethefinalEApromotionpackage
Table 5-5: EA promotion activities
ItisalsohighlyrecommendedtoconductanannualEAseminartodisseminatelatestprogressupdatesandshowthenextprojects inthepipeline.Othergovernmentagenciescanalsobeinvitedtosharetheirsuccessstories.
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5.4.3 Capability management
NotonlydoesEArequiresabigorganizationalchange,butitalsorequirescommitmentofthegovernmentagencytocontinuouslyimproveitscapability–i.e.thoughtprocessesinexecutingwork,improvingskills&experiencesinarchitecting,improvingbusinessprocesses&automa-tion,andinintegratedplanning&decision-making.
Complementingthechangemanagement, thecapabilitiesof thegovernmentagencycanbeclassifiedintothefollowingareas:
1. Enterprise Architecture
Although theChiefArchitect, theEACore teamandworking teamshave completed theEAdevelopment,theEAstillrequirescontinuousmaintenanceandupdates.Hence,fromasustain-abilityperspective,thegovernmentagencyrequiressufficientstafftrainedinEA.
There isaneed forspecialization in thedifferentareasofEAsuchasBusinessArchitecture,ApplicationArchitecture,DataArchitectureandTechnologyArchitecture.Thesespecializationrequiresadditionaltrainingandlearningfromotherarchitects.
2. Business Automation (including efficient use of IT devices)
ThroughEA,therewillbeproperalignmentofbusinessandIT.ToseetheoutcomesoftheEA,however,requireseffectivebusinessautomation.
ItisnotsimplytouseITtoreplacethemanualway.Moreimportantly,itistoreviewandim-prove thebusiness processes, and improve the team/division structure that executes theseprocesses.Capabilitiessuchasabilitytooperateefficientlymobiledevices,businessprocessre-engineering/improvementandorganizationreviewsarerequired.
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3. Integrated Planning
Foramoreeffectiveplanninganddecision-making,EAaidsthereview,planningandmanagingtheprojectsinthegovernmentagency.TheEAtargetarchitecturesandreferencemodelsallowsynergywiththestrategies/actionplansofthegovernmentagency.ThisshouldbethefocuswhentheEAisfullycompleted(pleaseseeExecutionStage).
4. Service-based Outcomes
AsSaudigovernmentagenciescontinuouslystrivetoimprovetheirservicestothecitizens,busi-nessesandgovernmentemployees,itisnecessarytodeliverservice-basedoutcomes.Inotherwords,governmentagencieshavetoconsiderwhatandhowthegovernmentservicescanbeimplementedthatareusefulforthepublic.ThetargetoutcomesofEAareobjects,componentsandservices.Forexample,agovernmentfunctionissupportedbyapplicationsystemsbasedonasetofre-usableapplicationcomponents;inaddition,thegovernmentfunctionismadeupofanumberofbusinessprocessesthatdeliverspecificservicestothepublic.ThroughEA,servicesande-servicesarereadilyidentified.
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Table5-6summarizesthecapabilitiesrequiredinEAexecution.
S/No Capability Description Who
1 Enterprise
Architects
Todesign,architectandimplemententer-priseIT-Businesssolutionsandinitiatives
Suggested Trainings:
i. NEABriefing
ii. TOGAF/FEAForsimilar
iii.Visitsimilargovernmentagency(localoroverseas)tolearnEAexperiences.
StaffwhoknowsbothITandBusiness
2 BusinessProcessRe-engineering(BPR)
Toreview,improveandre-engineertheefficiencyandeffectivenessofbusinessprocesses
Suggested Trainings:
i. BPRorsimilar
ii. Visitsimilargovernmentagency(localoroverseas)tolearnhowtheyimprovetheirbusinessprocesses.
BusinessOwners,BusinessProcessExperts
3 IntegratedPlanning
Toplanasagovernment-wideintegratedprogram(ratherthanbydivisionorbyresourcee.g.IT&finance)
Suggested Trainings:
i. CorporateIntegrated/CollaborativePlanningorsimilar.
StrategicPlanners,EnterpriseArchitects,BusinessOwners,
CorporatePlanners
4 Public servicedesign
Todesignandimplementservicesthatareneededbythepublic–i.e.citizensandbusinesses.Alsotoprovideoutcomesasservicesinsteadofgovernmentauthorita-tiverequirements
Suggested Trainings:
i. Servicevalue
ii. Publicservicedesign
BusinessOwners,OperationalStaff
Table 5-6: Capabilities required in EA
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5.4.4 Policy management
InthedevelopmentoftheEA,theteamswouldhavedifficultiestoidentifythingsasastandardoraguideline.Whilethisisnormal,theEAexecutionrequirespoliciesandregulationstoensureagovernmentagency-widestandardizationandadoptionofthevariousarchitectures/refer-encemodels.
Foreffectivegovernanceormanagement,theEACoreteamandworkingteamshavetoprepareand implement therelevantapprovedpolicies. It is recommendedthat theseEApoliciesbeimplementedinphasesinconjunctionwiththeChangeManagementPlan.ExamplesofpolicyorregulationareasinEAare:
1. EAUsagePlan
2. EAManagementDirection
3. CompliancetoProjectApprovalProcess
4. CompliancetoArchitectures&ReferenceModels
5. CompliancetoTechnologyStandards.
1. EA Usage Plan
WhiletheEACoreandworkingteamsarebusypreparinganddevelopingtheEA,theEAGover-nanceCommitteehastosetcleardirectionsontheeventualusageoftheEA–i.e.whentouseorimplementtheEA(orpartsoftheEA)andwhowillimplementtheEA(intermsofdivisions,departmentsandbranches).
ThetablebelowliststhemainactivitiestoidentifyEAusageplandirectionandscenario,whilethesubsequentdiagramshowsexamplesofEAusagedirection.Clearpoliciesordirectionstate-mentscanbedefinedandbecommunicatedtoallpartiesinthegovernmentagencyontheus-ageofEA.TheactualdevelopmentofthedetailedEAUsagePlanistypicallycarryoutinStage 9.
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S/No Activity Description
1. Identifyusageplandirection
• IdentifyEA usage cases from the EA best practices and trends
• IdentifyEAusagetypes based on EA requirements and the result of bestpractices analysis
2. Identifyusagescenario
• IdentifyEA usage scenario from best practices and trends
• EA usage scenario can be developed by merging of use cases and identifying of EA requirements
3. DefineEAusageplanpolicyorregulation
• Drafttherelevantpoliciesorregulations
• Reviewandobtainfeedback;carryoutrelevantupdates
• ObtainEAGovernanceCommitteeapproval
Table 5-7: Activities to define EA usage plan
Figure 5-3: Example for EA usage direction
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2. EA Management Direction
AlthoughsomeoftheEArequirementsweregatheredintheearlystagesoftheEAdevelop-ment,itisagoodgovernancepracticetoreviewandupdatetheserequirements.TheEAGov-ernanceCommitteehastosetclearmanagementdirectionsforboththedevelopmentoftheEA,andtheimplementationoftheEA.ThepurposeofthisactivityistodefineEAmanagementdirectionbyreferringtoagency’sEArequirements,EAarchitectureprinciples,EAusageplanandthedevelopedartifacts.
Setting the main management directions require comprehensive information from trendsanalysisandnewtechnologiesincludingconsiderationsforpoliticalandsocialfactors.TheEAGovernanceCommitteehastoconsiderallothergovernanceaspectssuchaschangeandper-formancemanagement, indefiningnecessarypoliciesorregulationsontheEAmanagementdirection.Belowaredescriptionstodefinethemanagementdirectionandexamples.NotethattheactualEAmanagementplanwillbedraftedinStage 9.
S/No Activity Description
1. IdentifyEAmanagementplandirection
• IdentifyEA management plan cases from the EA best practices and trends
• IdentifyconsiderationsofEAmanagementplan inEAprinciple, purpose, and scope
2. Identifyenvironmentalanalysis&requirements
• IdentifyarchitecturerequirementsfromITtrendsanalysisandagency’sstrategyinformationinenvironmentalanaly-sisresults
• Identifyarchitecturedevelopmentscopebyeacharea
• IdentifyEAMSoperatinginformation
• IdentifyinformationwhichEAmanagementplanneedstosupportinEAusageplandevelopment
• Identify the key consideration for EA management plan
3 DefineEAmanagementpolicyorregulation
• Drafttherelevantpoliciesorregulations
• Reviewandobtainfeedback;carryoutrelevantupdates
• ObtainEAGovernanceCommitteeapproval
Table 5-8: Activities to define EA management plan
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Figure 5-4: Example for EA management plan direction
3. Compliance Policies
TheEACoreandworkingteamshavetodraftrelevantpolicies,regulationsordirectionstate-mentstoensurethatthevariouspartiesordivisions inthegovernmentagencywilluseandcomplywithEAstandardsandguidelines.AllthepoliciesordirectionstatementswillrequirereviewandapprovalbytheEAGovernanceCommittee.Itisalsoimportanttoensurethatthesepoliciesareclearlycommunicatedtoallpartiesinthegovernmentagency.
5.4.5 Performance management
Asastrategicenabler,EAprovidestheabilitytodefineandmeasureperformanceofthegov-ernmentagency.WhilethiscanbeincorporatedintothePerformanceArchitecture(whichisoptional),theexecutionofEAnonethelessrequiresperformancemetricstobedefinedsothatmanagementknowswhethertheEAprojecthasbeenasuccess.
TheperformancemetricshavetobealignedwiththeSaudie-GovernmentActionPlanandthegovernment agency’s strategies and plans. Corporate score cards, national government andlocal government indexes canbeused to derive the keyperformance indicators (PKIs). Theperformancemetricsshouldalsobeuseinthestrategicplanningbythegovernmentagency.AnexampleofaperformancemetricisinTable5-7.
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S/No KPIs TargetNot
Performing
Under
PerformingPerforming
A Strategic Planning
1 AlignmenttoSaudie-Govern-mentActionPlan
90% Lessthan70%
Lessthan90% MeetorExceed90%
2 IncorporateGovernmentAgency’sStrategies&Plans
95% Lessthan70%
Lessthan95% MeetorExceed95%
B Drive out Duplications of ICT Investments
3 Improvebusinessprocesses(throughBPRorreviews)
5businessprocesses
0-2 3 MeetorExceed5
4 UseNationalSharedApplications 2Applications 0 1 MeetorExceed2
5 ShareDatawithGovernmentAgencies(GiveorReceive)
5 Data Sources
0-1 3orless MeetorExceed5
6 RemoveorReplaceApplicationswithObsoleteTechnologies
75%RemovalorReplacedbyyearXXXX
Lessthan50%
Lessthan75% MeetorExceed75%
C Increase Indirect Value of Government ICT Investments
7 UseNationalICTInfrastructureorInitiativeswherepossible
4NationalICTInfrastructure
0-2 3 MeetorExceed4
8 UseGovernmentAgency-WideApplicationFramework&
Components(promotere-usableservices)
5ApplicationComponents
0-2 3 MeetorExceed5
9 Transformmanualcommunica-tionswithinandamonggovern-mentagenciesintoelectronic
95% Lessthan50%
Lessthan75% MeetorExceed95%
D Contribute to the Establishment of Information Society in KSA
10 Deliverservicesandinformationelectronically
95% Lessthan50%
Lessthan75% MeetorExceed95%
11 Transformmanualcommunicationswithpublicintoelectronic
90% Lessthan50%
Lessthan70% MeetorExceed90%
Table 5-9: Performance metrics example
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Sta
ge 3
– A
nal
yze
Cu
rren
t S
tate
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6. Stage 3 – Analyze Current State6.1 Stage summary
WiththeapprovedEAprojectplaninplace,theEACoreandworkingteamscanstarttheactualworkbyanalyzingthecurrentstateofthegovernmentagency.Thisstagedescribesthekeyactivi-tiesinreviewingandanalyzingthedifferentaspectsofthecurrentstateofthegovernmentagency.
6.2 Stage purpose
Thegovernmentagencyhastocarryoutrequirementsstudyanddetailedanalysisofthecurrentstate intermsofbothbusinessandIT.Thefollowingspecificexpectedoutcomesfromthisstageare:
Definethegovernmentagency’sEArequirements(mainlyfromkeystakeholders)
Documentthegovernmentagency’senvironmentanalysisreport–bothinternalandexternalanalysis
Document the government agency’s current strengths, weaknesses, opportunities andthreats(SWOT).
6.3 Stage initiation
ThisstagebeginswiththeendorsementorapprovaloftheEAProjectPlanfromStage2.
6.4 Key steps in stage 3
Thisstagekicksoffwithdocumentingthegovernmentagency’sEArequirementsandthecurrentbusinessandITlandscapes(throughenvironmentanalysis).ThisdocumentwillhelptosteertheEAjourneyinthefollowingstages.ThekeystepsinStage3arelistedinTable6-1.
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Stage /
Step NoDescription Deliverable
3 AnalyzeCurrentStage a. EARequirements
b. EAEnvironmentAnalysisReports(CurrentBusinessLandscapeandCurrentITLandscape)
c. SWOTAnalysisReport
3.1 GatheranddocumentEArequire-mentsfromvariousstakeholderssuchase-TransformationCommit-tee,EAGovernanceCommittee,mainbusinessfunctions’stakehold-ers,andEAworkingteams
GovernmentAgency’sEArequirementsreviewedbyEAGovernanceCommittee
3.2 GatherandanalyzeGovernmentAgency’sinternalenvironmentsuchasorganizationalcapabilitytoplanandexecutee-transformationplan,businessplanandITplan
GovernmentAgency’sEAenvironmentanalysisreportreviewedbyEAGover-nanceCommittee
3.3 GatherandanalyzeGovernmentAgency’sexternalenvironmentsuchasgeneraltrendsinEA,UnitedNationsorsimilare-Governmentrankingsincludingrecommenda-tions,prioritizednationalprojectsandnewgovernmentpolicies
GovernmentAgency’sEAenvironmentanalysisreportreviewedbyEAGovernanceCommittee
3.4 PresenttotheEAGovernanceCom-mittee
EAGovernanceCommitteeisinformed aboutthedetailedcurrentstateofthegovernmentagency
Table 6-1: Stage 3 steps
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6.4.1 Step 3.1 Gather and document EA requirements
Likeanybigandcomplexproject,itisimportanttogetclearrequirements.InStage1,theEAwasintroducedtothegovernmentagencyandbasicrequirementsordirectionswereobtained.Inthisstage,moredetailedrequirementshavetobegatheredfromdifferentstakeholdersinthegovern-mentagency.
GettinganddocumentingtheEArequirements requireanumberofactivities.The followingprogressivesetofactivitiesarerecommended:
1. Planthetypeofinformationrequiredandfromwhichstakeholders
2. PrepareanotherroundofawarenesssessionsonEAtothestakeholdersincludingthosein
middlemanagementandevenoperationsstaff
3. Designasetofquestionnairetocapturebasicrequirementsoncommonproblemsinthegov-
ernmentagency(thisoutputisusefulnotonlyforEAbutforotherorganizationalandITim-
provements);thisquestionnairecanbemanualorpreferablyinelectronicversion(pleasesee
Table6-2forexample)
4. ConducttheEAawarenesssessionsandsendoutthequestionnaire
5. Reviewandanalyzethequestionnaire’sresponses;anddocumentthemainfindings
6. From themainfindings, the teamcan start to interviewkey stakeholders to verify these
findingsandtoobtainmorerequirements.PleaserefertoTable6-3forexampleformatof
documentingthestakeholders’requirements.Therecommendedstakeholderswouldbe:
a.ITinfrastructureteamsuchasnetwork,helpdeskandITsupportteams
b.DatateamssuchasITDBAandownersofdata(ifavailable)
c.ITapplicationdevelopmentteamsuchasITManagerandApplicationAnalyst
d.Applicationande-serviceOwners(businessstaff)
e.CIOandtopmanagement.
7. DocumentthefinalEArequirementsandpresenttotheEAGovernanceCommittee.
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Question Areas Example Questions
Organization a. Isthereaclearvisionandmissionforthegovernmentagency?
b. Arestaffawareofthegovernmentagency’splans(business,IT,etc.)?
c. Isthereamandateonthegoalsofe-transformationplanforthegov-ernmentagencyfromitsmanagement?
d. Howwouldtheyratethegovernmentagency’scapabilitytomanageinfluencesandfactorscausedbyexternalfactorssuchaseconomicchanges,politics,socialimpacts,environmentaldemandsandtechnologyinnovations?
e. Aretherequalitystandardsorkeyperformanceindicatorsdefinedforthegovernmentagency?
Business
Performance
a. Arethevariousbusinessfunctionsandbusinessservicesmeasured?
b.Andaretheyalignedwiththegovernmentagency’squalitystandardsorKPIs?
c. Whatarethekeyissuesfacedbythebusinessfunctions?
e. Howarebusinessfunctions’challengesandproblemsbeingad-dressed?Inparticular,howtoresolveinter-departmentorinter-divi-sionissues?
Application/
Solutions
a. Whodecidestheneedforanapplication/solutionautomation?
b. Whobudgetsorfundsforthedevelopmentoftheseapplications/solutions?
c. Aretherearestandardsfordevelopingorchoosinganapplication/solution(includingtheplatformsuchasmobile,stand-alone,web-based,etc.)?
d. Aretheapplications/solutionssharedacrossdivisionsordepartments?
e. Doesthegovernmentagencyaccessothergovernmentagencies’ap-plications?Ifyes,pleasecollectthelistofapplications/solutions
f. Isthereastandardauthenticationmechanismtoaccessthevariousapplications/solutions?
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Data/Information a.Whodecidesontheownershipofdata?
b.Isdataorinformationbeingsharedwithinthegovernmentagencyacrossthedivisions,departmentsandbranches?
c.Arethereanydatasharedwiththecitizens,businessorothergovernmentagencies?Ifyes,pleaselistthedata
d.Arethereanydataduplicationsinthegovernmentagency?
e.Arethereincidentsoflostorstolendata?
ITInfrastructure a. Isthereasharednetworkwithinthegovernmentagency?
b. IstheregovernmentagencyconnectedtotheSaudiGovernmentNetwork?
c. Canstaffaccessinternet?
d. ArestaffgivenaPCordigitaldevice?
e. Isofficeautomation(email,e-documentation)acommonpracticeinthegovernmentagency?
f. AretheresecuritymeasurestoprotecttheITinfrastructure?
Table 6-2: Example questionnaire
StakeholdersWhat
(Data orInformation)
How (Things to be done)
Why(Reason)
Where (Things to be done)
Who(To carry
out)
When (To carry
out)
TopManagementBusinessOwners
DataOwners
ApplicationDevelopersITInfrastructure
EACoreTeam
Table 6-3: Example format to gather EA requirements
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6.4.2 Step 3.2 Analyze internal environment
While theprevious stepgives theEAworking teamaverygood ideaabout theEA require-ments, theteamhastoalsounderstandwheredoesthegovernmentagencystand intermsofitsorganization’sEAmaturity&capability.Thus,bothaninternalandexternalenvironmentanalysishavetobecarriedout.StartbyreviewingthedocumentspreparedinStage1-relevantEAtrendsandcasestudiesrelatingtothegovernmentagency,andthegovernmentagency’se-transformationmaturity.
Thebasicideaofinternalenvironmentanalysisistoknowthematuritylevelofthegovernmentagencyfromaninternalperspective–bothfromanorganizationandITareas.ThisinformationwouldhelpshapetheEAoutcomesinthenextfewstages.TheoutputsfromStage1havetobereviewedandunderstood.AmoredetailedanalysisisnowrequiredassummarizedinTable6-4.
Analysis Area Analysis Measurement Expected Outcomes
OrganizationalReview VisionandMissionAlignment Identifygaps inmission/vision&objectives
BusinessFunctions/Tasks Identifygapsormisalignmentoftaskstooverallobjectives
ITReview BusinessandITAlignment Identifygapsormisalignmentofapplicationstobusiness
ITStandards ITinteroperabilityissues
Table 6-4: Internal analysis areas & expected outcomes
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Organizational Review
Inthisreview,theteamhastocarryout2measurements–visionandmissionalignmentandhowthebusinessfunctionsortaskssupporttheoverallgoalsorobjectives.Forbothmeasure-ments,theanalysisisbasedonthegovernmentagency’sorganizationchartincludingitsvision,missionandobjectivestatements.Forastart,theteammustobtaintheselatestorganizationalinformation.
1. Vision and Mission Alignment
a. Thismeasurementistoanswerthestrategicquestioni.e.areallbusinessunitsinthegovern-mentagencyalignedtoitsoverallvision,missionandobjectives?
b. Checkandevaluatethevisionandmissionstatements;thustheteamsneedtoreallyunder-standwhatexactlythegovernmentagencyissetuptodo
c. Findoutifthevariousdepartmentsordivisionsorbrancheshavetheirownvisionandmis-sionstatements;ensurethattheyarealignedtothemainstatements.Sometimes,adivisionordepartmentembarksonitsownsetofvisionandmissionstatementsthatdonotaligntothegovernmentagency’smainvisionandmissionstatements
d. Analyzehowthegovernmentagency’sbroadobjectivesaresupportedbythevariousde-partmentsanddivisions.Itmaybecommonthattheseobjectivesmaybedirectedtomorethanonedepartmentordivision
e. Refertothegovernmentagency’sactionplanorroadmap;thiswouldhelptounderstandandmaptheactivities
f. Documenttheabnormalitiesorgapsamongthegoalsandobjectivesandhowtheyarenotdirectlymappedtothedepartmentsanddivisions(ifany).
g. Capture‘AgencyE-transformationplan’and‘Objectives’relatedtoagencyfortheNationalDataGatheringasshownintheannexC(NEAMeta-Model)
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Figure 6-1: Example of Vision/Mission alignment with goals and initiatives
2. Business Functions / Tasks
a. Thismeasurementistoanswerthestrategicquestioni.e.areallbusinessfunctions/tasksclearlydefinedandexecutedoraretheregreyareasandunclearbusinessfunctions/tasks?
b. Similarlylikeabove,findouthowgovernmentagency’sobjectivesandgoalsaremappedtothedifferentfunctions/tasks
c. PleaseseeFigure6-1asanexample
d. Fore.g.Goal3wouldhaveStrategy2andfollowedbyInitiative3;thisinitiativehastobemappedtoabusinessfunction/taskandthentoadepartmentordivision
e. Documentthosethatarenotproperlymappedorunclearorwithduplicates.
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IT Review
Inthisreview,theteamhastocarryouttwomeasurements–businessandITalignment,andthe ITstandards. Itwouldbegood if thegovernmentagencycandocument its IT landscape(i.e.adetaileddescriptionandinventoriesofalltheIT-relatedassets,systems.applicationsanddata).OtherusefulsourcesofinformationincludeITPortfolioifavailable.Ifnoneoftheseareavailable,theITteamshavetousewhateverinventoriestheyhave.Forastart,pleasecarryoutanupdateonalltheIT inventorytogetthelatest information.ThefollowingfiguresareexamplesoftheITreviewoutcomes.
1. Business and IT Alignment
a. Thismeasurementistoanswerthestrategicquestioni.e.arethecorebusinessfunctionsofthegovernmentagencyeffectiveandbeingsupportedbyITautomation?
b. ReviewtheITPlanofthegovernmentagency;foreachmajorITprojectorapplicationsys-tem,analyzetoseeifitsupportsabusinessfunctionortask
c. Similarlyreviewthedatausedinthegovernmentagency;foreachdataentitytype(fore.g.Citizen,EmploymentandGovernmentAgency),checkhowthebusinessfunctionsandtasksutilizeit–eitherRead,Write,UpdateorNoneatall.Alsocheckfordataduplications
d. AnotherperspectiveistosortalltheITsystemsanddatabythevariousbusinessfunctions;fromhere,itiseasytoanalyzewhichbusinessfunctionshavethehighestrateofITadoption
e. Documentthesefindingsandanalysis.
f. CapturetheITProjectrelatedinformationforNationalDataGatheringasshownintheannexC(NEAMeta-Model).
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Division Name/Department Name
Division Name/Department Name
Division Name/Department Name
Systems Independently
Implemented & Operated
Separate information systems,..etc
Data Duplication
Clients information duplications,
Services information discrepancies across
divisions,.. etc
Government Dynamic Directions
New services Requested,..etc
Duplicated Information
Complicated Linkage
StructureDB1
CRM Purchasing Inventory
DB2DB2
Division Name/Application Owner
Purchasing System
Inventory System
Correspondence System
Duplication Examples
Date Set A
Date Set B
Date Set B
Date Set B
Date Set B
Date Set B
Date Set B
IT Status -Core Issues & Problems
Figure 6-2: Example of business and IT alignment
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Figure 6-3: Example of major IT systems supporting government functions
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Figure 6-4: Example of IT systems supporting government functions by business areas
2. IT Standards
a. Thismeasurementistoanswerthestrategicquestioni.e.howpervasiveistheuseofITinthegovernmentagency,anddoestheITadoptioncomplywithspecificstandards?
b. TheteamshavetoanalyzeafewkeyITareassuchasinfrastructure,data,applicationsande-services
c. Forinfrastructure,areasofmeasurementincludenetworkpenetration(i.e.howmuchnet-workhasbeeninstalledinthegovernmentagency,andthenetworkutilization),ITdevicesadoptionrate,maturityofdatacenter,andservers&storage
d. Databasestandards,datadefinitionsanddataexchangemethodsaretobeanalyzed
e. Forapplications,theteamshavetoreviewtheapplicationdevelopmentstandards,applicationplatformstandards,applicationtestinganddeploymenttonameafew
f. Lastbutnotleast,reviewthestandardsusedtodesign,developanddeploye-services(notthatthemeasurementofe-servicesmaturitycanbeobtainedfromYesser)
g. ConsolidateanddocumenttheITStandardsmeasurements.
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6.4.3 Step 3.3 Analyze external environment
Externalenvironmentanalysisistogaugetheexternalfactorsthatinfluencethegovernmentagency.Italsoallowscomparisonbetweenagovernmentagencyandothersimilaragencies.ThisinformationwouldhelpshapetheEAoutcomesinthenextstages.TheoutputsfromStage1–EATrendsandcasestudies-havetobereviewedandunderstood.
View external environment analysis from two perspectives – external factors and externalscope.
Examplesofexternalfactorsincludepolitical,economic,social,technologyandnature/environ-ment.Thesefactorscausemultipleimpactstothegovernmentagency.Anexampleofanexter-nalscopeistheregionforanalysissuchaswithinthecity(e.g.Riyadh),orcountry(e.g.KSA),orregion(e.g.GCC)orglobally.Differentexternalscopeofperspectiveswouldhavedifferentimpacttothegovernmentagency.
Thefollowingarethekeyactivitiesofexternalenvironmentanalysis:
1. Basedonthestakeholders’requirementsfrompreviousstep,determinetheexternalscopeof
coverage–i.e.todetermineiftheanalysisisonlywithinthecountryorregionallyforexample
2. FromtheinitialfindingsinStage1,determinetheadditionalscoperequired;ensurethatarea-
sonablescopeofanalysiscanbecarriedout(andbettertonarrowthescopeinitially)
3. CarryoutaSWOTanalysis(Strengths,Weaknesses,OpportunitiesandThreats)
4. ComparesomeoftheSWOTanalysiswithotherexternalreportslikeUnitedNations,anddirect
comparisonswithgovernmentagencyinanothercountryorregion
5. DocumenttheSWOTfindingsandcomparisonsintotheexternalenvironmentanalysisreport.
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Table6-5isanexampleofaSWOTChartTemplate.
SWOT Chart Template
• Strengths:
• Whatthegovernmentagencydoeswellin?
• Whatuniqueresourcesandcapabilitiescanthegovernmentagencydrawon?
• Whatadvantagesdoesthegovernmentagencyhave?
• Whatdocitizensandbusinessesseeasthegovernmentagency’sstrengths?
• Weaknesses
• Whatcouldthegovernmentagencyimproveon?
• Whatshouldthegovernmentagencyavoid?
• Whatdocitizensandbusinessesseeasthegovernmentagency’sweaknesses?
• Opportunities
• Whatpromisingoptionsareopentothegovernmentagency?
• Whataretheinterestingtrendsthegovernmentagencyisawareof?
• Howcanthegovernmentagencyconvertitsstrengthsintoopportunities?
• Threats
• Whatobstaclesdoesthegovernmentagencyface?
• Whattrendscouldhinderthegovern-mentagency?
• Whatareothergovernmentagenciesdoing?
• Aretherequiredspecificationsfortheservicesprovidedbythegovernmentagencychanging?
• Ischangingtechnologythreateningthegovernmentagency?
• Couldanyyourweaknessesseriouslythreatentheoperationofthegovern-mentagency?
Table 6-5: SWOT chart template
Attheendofthisstage,theEArequirementstogetherwiththeenvironmentanalysisreportswouldhelptheEACoreteamtounderstandhowthegovernmentagency’sEAcanhelptoresolvetheseissuesandmeettherequirements.
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6.4.4 Step 3.4 Present current state analysis
Presentthesefindingsofthegovernmentagency’scurrentstatetotheEAGovernanceCommitteeforinformationandcomment.Throughthispresentation,thegovernancecommitteeisawareofthecurrentchallenges,issues,threatsandevenpossibleopportunities.Fromtheircollectivewisdom,theEAGovernanceCommitteecanprovidestrategicdirectionsforsubsequentEAdevelopment.Ifrequired,theEAGovernanceCommitteemayalsowantthesefindingstobepresentedtothee-TransformationCommitteeorequivalent.
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7. Stage 4 – Develop EA Framework
7.1 Stage summary
ThisisthestagewhereagovernmentagencystartstodevelopitsEA.Inthisstage,thegovernmentagencyconstructsthemainpillarssuchasEAvision&mission,architecturegoals&principles,EAFramework,taxonomy,andotherrelatedstandardsthatisfundamentaltoitsEAjourney.Thegov-ernmentagencyshouldfocusonbuildingqualityEAframeworkandotherrelevantprocesses.
IfIhad8hourstochopdownatree,I’dspend6hourssharpeningmyaxe“
~AbrahamLincoln
7.2 Stage purpose
ThepreviousstagegavetheEArequirementsandenvironmentanalysisreportssothattheEACoreteamknowswhatthegovernmentagency’sEAhastoaddress.Thepurposeofstage4istoarchitectimportantEAfundamentalsthatwillsteerandguidetheEAdevelopmentinsubse-quentstages.Thefollowingspecificexpectedoutcomesfromthisstageare:
1. Definethegovernmentagency’sEAvision,mission,architecturegoalsandarchitectureprinciples
2. DefineEAdocumentationstandard
3. DefineEAartifactreviewandapprovalprocess
4. Createthegovernmentagency’sEAFramework.
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7.3 Stage initiation
ThisstagebeginswiththecompletedEArequirements,environmentanalysisreports(bothcurrent businessandcurrentITlandscapes)andtheSWOTanalysisreportfromStage3.NotethattheEAGovernanceCommitteemayalsoprovideadditionalstrategicrequirementsattheendofStage 3.
7.4 Key steps in stage 4
Stage4focusesonhighlevelarchitectureactivitiesthatrequireexperienceandvision.ThekeystepsinStage4arelistedinTable7-1.
Stage / Step No Description Deliverable
4 DevelopEAFramework 1. Government Agency’s EA Mission,
Vision, Architecture Objectives and
ArchitecturePrincipleStatements
2. GovernmentAgency’sEAFramework4.1 DefineEA’svisionandmissionstate-
ments,&architectureobjectivesDraftEAVision,Mission,,andarchitectureobjectives
4.2 DefineEA’sarchitectureprinciples DraftEAPrinciples
4.3 Present and obtain approval for EA vi-sion,missionandarchitectureobjectives
ApprovedEAVision,Mission,ArchitectureObjectivesandArchitecturePrinciples
4.4 DefineEAFrameworkstructure DraftEAFrameworkStructure
4.5 DesignEAarchitectureelements DraftEAArchitectureElements
4.6 DesignEAmodel DraftEAModel
4.7 DevelopEAdocumentationstandard EAdocumentationstandard
4.8 Develop EA artifacts managementprocesses
DraftEAArtifactmanagementprocesses
4.9 Present and obtain approval for EAframework
ApprovedEAFramework
Table 7-1: Stage 4 steps
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7.4.1 Step 4.1 Define EA’s vision and mission
statements, & architecture objectives
TheEACore teamshouldworkondevelopinganEAvisionandmission that represents thegovernmentagency’sprimaryEApurposeandvalue.ThevisionandmissionshouldbefollowedandarticulatedbytheEA’sfutureroles&directionsforsuccessfulEAestablishment/usage.Itshouldalsobeclearlyunderstoodtothegovernmentagency’sstakeholdersandtheycangraspitsdefinitionataglance.
TheEAvisionshouldbealong-termstatementaboutwhattheEAis,andwhyitisanimportant futureoutcomefor thegovernmentagency.TheEAmissionstatement,ontheotherhand,describesatahighlevel,abouthowtheEAcanbeavitalassetforthegovernmentagency.Boththesestatementsshouldbeshortandsimple.Belowaresomeexamplesofvisionstatement.
Figure 7-1: Example of a Vision statement
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ThefollowingactivitiesarerecommendedfortheEAVisionandMissionstatementdevelopment:
1. FromtheEArequirementsandenvironmentanalysisreports,shortlistkeywordsthathelptoshapethefutureEA.Examplesarewordssuchasperformance-driven,agilegovernment,effec-tivedecisionmaking,business-ITalignment,ITinvestments,andcitizen-centricservices
2. Reviewthegovernmentagency’svisionandmissionstatements,andextractkeywordsthataffecttheEAdevelopment
3. CheckfortheITvisionandmissionstatements(ifany).Ifavailable,extractkeywordsthatmatchwiththeshortlistedkeywordsabove
4. Consolidateallthekeywordsforthevisionandmissionstatements
5. ConductabrainstormingsessionamongtheEAGovernanceCommitteeandEAworkingteamstodefinethevisionandmissionstatements
6. DefinethearchitectureobjectivesoftheEAbasedonthevisionandmissionstatements
7. Theteammayalsowanttogetfeedbackfromotherstakeholderssuchasspecificbusinessdivisionsandeventhetopmanagement.Updatethesestatementsfromtheirfeedback
8. Table7-2isaguidelineontheconsiderationsforeffectivevisionandmissionstatements.
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Area Consideration
Understandability
• AvisionandmissionstatementshouldbeclearlyunderstoodandpromptlycapturedbyEAstakeholders
• Definitionsanduseofcertaintermswithintheagencycanincreaseunderstandability
Solidity
• Considerthemissions,values,anddirectionsthatthecurrentgovernmentande-Governmentprogramarepursuing
• AnEAvision/missionstatementthatislinkedtoagency’sestablishedvaluescaneasilyconvinceinternalEAstakeholders
Consensus
• AnEAvision/missionstatementshouldbecreatedbasedonallstake-holders’consensusandawareness
• AnEAvision/missionshouldbeagreeduponandrecognizedwithinanagencytobesuccessful
Alignment
• AllarchitecturalareasshouldbealignedwithagivenEAvisionbecauseEAvisionisaguidethatdirectsotherelementssuchasEApurposes,principles,andframework.ThismakesanEAconsistentandunified
Usability
• EAvision/missionshouldbeconnectedtoagency’sbusinesspurposesinorderforEAtobeusedinvariousbusinessprocesses
• ConsiderhowtorealizeEAvision/missionineachareaofanagency(Organization,H/R,Businesses,etc),andadjustEAmanagementandevaluationprocess
Table 7-2: Considerations for effective Vision & Mission statements
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7.4.2 Step 4.2 Define EA’s architecture principles
With thegovernmentagency’s vision,missionandarchitectureobjectivesdefined, thenextactivityisfortheEACoreteamtorationalizethearchitectureprinciples.Whilethismaysoundeasy, thedefinitionof theseprinciplesshouldbedeeplyanalyzedandreviewedas itaffectstheEAdevelopment.Architectureprinciplesarestatementsabouthigh levelrulesandstrictguidelinestoshapeandsteerthedevelopmentandmaintenanceofthegovernmentagency’sEA.TheseprincipleswouldaiddecisionmakingandevenarchitecturedesignsofthevariouscomponentsintheEA.Moreimportantly,thesearchitectureprinciplesreflectalevelofcon-sensusonhowarchitectureelementsshouldbeabstracted,integratedandusedtodevelopthefutureortargetarchitectures,andeventuallyhowstakeholderscanappreciatethevaluesoroutcomesofEA.
Table7-3aresomerecommendedcriteriaforthedevelopmentofgoodoracceptablearchitec-tureprinciples.
Criteria Description
EasytoUnderstand Thearchitectureprincipleshouldbeeasytounderstandbyanyperson
Completeness Thearchitectureprincipleshouldbecomprehensiveincoverage.TypicallyitwouldcoverbothITandbusinessaspects
Consistency ThearchitectureprincipleshouldbeappliedtoconsistentlytoallaspectsofEAdevelopment.Itshouldconsistentinitsapplicationtoallarchitecturesorreferencemodels
Robust The architecture principle should be robust to changing environ-mentsandcircumstances.Whilethereareconstantchangeslikepolitics,technologiesandsocialdemands,thearchitectureprin-cipleshouldbeabletoendurethesefactorsandcontinuetoberelevant
Table 7-3: Criteria examples of good architecture principles
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Figure7-2illustrateshowEAprinciplesarederivedfromtheEApurposeorvaluepropositionstatements.
Figure 7-2: Example of EA architecture principles
ThefollowingaretherecommendedfactorsforconsiderationindevelopingtheEAarchitectureprinciples:
1. TheEAvisionandmissionstatements,andthearchitectureobjectivesshoulddrivethearchitectureprinciples
2. Alternatively,theEApurposeorvalue-propositionstatementscanalsobeusedtoderivethearchitectureprinciples
3. RefertootherEAframeworksasexamples;alsorefertoNEAarchitectureprinciples
4. BrainstormfortherelevantEAarchitectureprinciplestoaidtheEAdevelopmentandmain-tenance.TheEnterpriseArchitectshouldleadthesession
5. Prioritizeanddocumenttheseprinciples;preferablynotmorethansevenprinciples.
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7.4.3 Step 4.3 Present and obtain approval for EA vision, mission and ar-
chitecture objectives
PresenttheEAvisionandmissionstatements,architectureobjectivesandarchitectureprinciplesto theEAGovernanceCommittee.As theseare veryhigh-level statements, expect commentsfromthecommitteeandtheneedtoenhancethemtogetafinalapproval.
7.4.4 Step 4.4 Define EA Framework structure
ThenextstepistodefineanEAFrameworkstructurethatoutlinestheoverall‘look’oftheEA.ItdescribestheboundariesoftheEAforthegovernmentagencybasedonthevisionandmissionstatements,architectureobjectivesandarchitectureprinciplesthatshapethedevelopmentoftheEA.AnEAFrameworkisastructureusedfororganizingEAelementsandtheirrelationships.TheEAFrameworkisusedtodesignanddeveloptheactualgovernmentagency’sEAandotherreferencemodels.
ThekeyactivitiestodevelopanEAFrameworkstructureare:
1. AnalyzetherelatedtrendsandcasestudiesforEAforsimilargovernmentlineofbusinessorfunction(seeTable7-4asanexample).Thiscouldbebothexternalandlocalgovernmentagencies.LookattheirEAframeworksorconceptualarchitecturediagrams
2. AlsorefertoNEAandothergovernmentagencies’EAframeworks
3. AnalyzeeachcomponentintheexampleEAframeworksandtaketherelevantcomponents
4. Designthehighlevelbasedontheneedtohavetherelevantcomponents
5. ReviewandenhancetheEAFramework(thisisaniterativeprocess).
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Research Item Description
NationalEAFrame-workStandard
ProvideframeworksandguidelinesrequiredforEAdevelopmentbyidentifying,organizingnationalEAframeworkelementsandsettingrelationshipsbetweenthem
EADemonstrationProject
Agencies’EAdemonstrationprojectsforEAimplementation
RefertoEAinGovernmentBookpublishedbyYesser
OverseasCase
Overseasframeworkcases
(FEAF: established and construct reference models according toOMBguideline
TEAF:defineelementssuchasarchitectureframework,governance,process,etc.
DOI:theU.S.interiordepartment’sframework)
Table 7-4: Examples of research areas for EA Framework
Figure7-3isanexampleofanEAFrameworkstructure.GovernmentagenciesneednotfollowallofthearchitecturesintheexamplebuttherelevantonestomeettheoverallEAstrategy.Someofthearchitecturesintheexamplecanbeadded(forexampleServiceArchitectureandProcessArchitecture)orcanbereplaced(suchasInformationArchitectureinsteadofDataArchitecture).
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Figure 7-3: EA Framework structure example
7.4.5 Step 4.5 Design EA architecture elements
WiththehighlevelEAFrameworkstructure,theEACoreteamcanstartidentifyinganddefin-ingarchitectureelementswithineacharchitectureboundary.ByreferringtootherrelatedEAs,theEACoreteamcanmakelogicalrelationshipsanddeductions.AstheEAFrameworkhasalsoalreadyestablisheda“BigBox”,thisstepistofilltheelementswithineacharchitecture.Theseelementswillalsobethemainartifacts–i.e.documentsthatarecreated,designedandmain-tainedaspartofEA.
TherecommendedarchitectureelementsarelistedbelowinTable7-5.TheEACoreteamcanaddorremovetheseelementsonaneedbasis.Foreachofthefollowingelements,theEACoreteamleadbytheChiefArchitecthavetorationalizeanddescribethearchitectureelements.Notethatthisisaniterativeprocessandrequiresaseriesofbrainstormingandreviewsessions.
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S/No Element or Artifact Definition
1 Principles Describe thearchitectureprinciplesof theparticulararchitecture;ithastohavemorethan1principle
2 ArchitectureElement Describetherelevantarchitectureelementsof the particular architecture; it can 1 ormoreelements
3 RulesandStandards Describetheimportantrulesandstandardsindeveloping thearchitecture; it supportstheprinciplesestablishedabove
4 Components Describe the components that are related tothearchitectureelements;typicallyonearchi-tectureelementhasoneormorecomponents
5 Domains Describe theareaorscopeofarchitectureimplication;typicallyrelatedtotechnologydomains, each architecturemay have 0, 1ormoredomains
6 Patterns Describe or illustrate, normally in diagrams,themainarchitecturepatternsthatisuseful to furtherdeveloptheactualreferencemodel;typicallyeacharchitecturehasatleastonepattern
7 BuildingBlocks Describe how the relevant elements can bepiecedtogether;itshowsthedependencyifany
Table 7-5: Description of EA elements
7.4.6 Step 4.6 Design EA model
HavingdesignedthehighlevelEAFrameworkstructureanditsarchitectureelements,theEACoreteamhastodesigntheEAModelthatisexpressasamatrixclassifyingallresourcesfromdifferentviewsorperspectives.Fornow,theEAModelisahigh-levelclassificationofviewsandkeyarchitecturalelements.SubsequentlyintheEAdevelopment,theEACoreteamwillusethismodeltodevelopfurtherdetailedreferencemodels.
ThepurposeoftheEAModeldefinitionistoestablishcurrent/targetarchitectureandabasicsystemforthemanagementandapplicationoftheEA.
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S/No Task Method Deliverable
1. Definearchitecturemodel’sviewandperspectiveforregistering,using,managingEAinformation
a. Perspectivedefinition
b. PerspectiveorviewpointisdividedbyaroleofEAstakeholderssuchasCEO,CIO,ITManager,ArchitectandITDeveloperorVendor
c. Perspectiveclassifiesagency’sdecision-makingswithahierarchicalstructureanddefinesthestagesbyadecision-makingcharacteristic
d. Perspectiveisdefinedbyroles,notbylevelorpositionAtfirst,definePerspectivebyusingtypicalclas-sification,andadjustcategoriesorvocabulariestofitagency’sneeds.
EAModelbyStake-holder(seeTable7-7)
2. Definearchitec-turemodel’sviewandperspectivefromstakehold-ers’functionalresponsibilities
a.Viewdefinition
b.Viewisastandardforobservingarchitecture’sspecificparts.Inotherword,astofigureoutanidenticalar-chitectureand,it’sdividedbyatypeofarchitecturalresources
c. View is largely divided into busi-ness and technology. While the business is divided into organiza-tion, functions, and projects, the technology is divided into data, application, security, etc.
d. In general, one view is taken by a business, and several views are taken by technology components such as data, application, technol-ogy, and security
e. National EA framework standard suggests five types of architecture information ㅡ business, data, ap-plication, technology and security.
EAModelbyArchi-tecture(seeTable7-8)
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3. Define ArtifactsMeta-Model
a. Define all the key elements or artifacts
b. Define the attributes of these ele-ments or artifacts
c. Define relationships among ele-ments or artifacts
d. Please refer to NEA Meta-Model
Draft EA Frame-workwithArtifactsMeta-Model
4. Define Artifacts’Elements
a.Define theactual elements andarti-facts
b.Definetheactualattributes
c.Definetheactualrelationshipsamongtheelementsorartifacts
Draft EA Frame-workwithArtifactsandElementsDefi-nitions
Table 7-6: Activities to develop the EA Model
Who Business Application Data Technology Security
CEO/CIO Dealwith strategy, plan, overall process, key information,main infrastructure,organizationalchart
ITManager Dealwithbusinessprocess,information,ITinfrastructure
Architect Dealwithlogicalbusinessprocessdesign,logicalinformationmodel,component/applicationdesign,systemdispersion/deployment
ITDeveloper/Vendor Dealwithintegrationandtestswithconsideringlimitationstotools,technology,and resources
Table 7-7: EA Model view by stakeholders
Who Business Application Data Technology Security
CEO/CIO Human resources,goods,placesandincidents
Businessfunc-tions,processandactivities
Allnecessaryinformationanditsrelationships
Hardware,softwareandnetwork
Secu-ritypolicyorstructure
ITManagerArchitectITDeveloper/Vendor
Table 7-8: EA Model view by architecture
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General Recommendations for Defining Views and Artifacts
Makeanarchitecturemodelbestfittedwiththegovernmentagency’scharacteristics.Suggestalistofdocumentsandformatsthateachbusiness/ITmanagementdepartmentmanage,andusethem.
Ingeneral,artifactsareconstructedwithafiguretypeoradescriptiontype.Incasetherearefiguretypeartifacts,checkifdescriptiontypeartifactsareneeded,andviceversa.Clearlydefineartifactswithquestionssuchas:
1. Arespecificusepurposesforeachartifactdefined?
2. Whatdoartifactsestablish?
3. Whyistheartifactrequired?
ThefollowingarerecommendedactivitiesfordefiningMeta-ModelArtifacts:
3. Elements definition
a.Artifactsmeta-modelelementsdefineeachelementforregisteringandmanagingartifacts
b.Deduceelementsbasedonagency’sEAUsageplanning
c.Deduceelementsbasedonagency’sEAdevelopmentpurposes
d.Deduceelementsbestfittedwithagency’sEArequirements
e.It’sadvisabletodeleteeasilychangeableinformationfromelements
f. Defineelementsbyreferringto‘NationalEAArtifactMeta-modelDefinition’
g.Theagencyshoulddefinecompulsoryitemsin‘NationalEAArtifactMeta-modelDefinition’.Ifnot,theagencyshoulddoamappingwiththenationalEAitemsforgovernment’sutiliza-tion.Amongthearchitectureinformation,considerthemandatoryitemsofmandatoryartifactsthatshouldbeofferedtonationalEAsupportsystem.
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3. Attributes definition
a.Defineeachelement’attributes
b.Sincetheycanbebasicinformationofunderstandingelements,allrequiredattributesshouldbededucedforEAuse
c. It’sadvisabletodeleteeasilychangeableinformationfromattributes.
4. Define a relationship between elements
a.Setarelationshipbyfiguringoutcorrelationbetweenelements
b.Therelationshipshouldbedefinedcorrectlysinceitcanbeafoundationofunderstandingtherelationshipwithotherelementsduringartifactsregistration/use.
Thefollowingareactivitiestodefinetheartifacts/elementsandtheiractualattributes:
1. Artifacts definition
i. WithreferencetoEApurpose/use,definerequiredartifactsforusingbusiness/ITinformationbyeachviewandperspective
ii. Definethembyfollowingmandatoryartifactssuggestedin‘NationalEAArtifactMeta-mod-elDefinition’inordertobeofferedtonationalEAsupportsystem
iii.Definetheartifact’selementsaccordingtoitsdefinitionandpurposes
iv.Accordingtoartifactsdefinition,agency’sartifactsdefinition,includingartifactsdefinition,purpose,description,templet,example,meta-model,etc.,iswritten
v. Canuseartifactsnamingmethodtokeeptheirconsistency
vi.Incaserequiredelementsforeachartifactaresame,theycanbeintegrated,definedasoneelement
vii.Writeagency’sartifactsdefinitionwithreferencetoNationalEAArtifactMeta-modelDefinition’.
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2. Define a relationship between artifacts
a.Candefinearelationshipbetweenartifactsbyfiguringouttheirattributes
b.Identifytherelationshipbydefiningtherelationshipbetweenelements
c.Checkhowartifactsarealigned,especiallybetweenbusinessandIT
d.Throughthisstep,canIdentifymissingornecessaryrelationshipsbetweenelementsandaddthem.
7.4.7 Step 4.7 Develop EA documentation standard
TocompletethewholeEAFramework,itisagoodpracticetodevelopanEADocumentationStandard.TheobjectiveistoensureconsistentqualityintheproductionandmaintenanceofEAartifactsanddocuments.
Thefollowingstepsarerecommended:
1. Adoptthegovernmentagency’sstandarddocumentationtemplate;ifthisisnotavailable,thencreateone
2. Standardizeonthewrittenformatsuchaspagesize,fonts,table-of-content,header&footerandparagraphing(e.g.1.5lineofspace,full-justified)
3. StandardizeonEAandgovernmentagency’stermsandterminologies;Table7-9belowisanexampleofYesser’sdocumentationstandardforterms
4. Standardizeonthechoiceoftooltoproducediagramsandfigures(asEAwillproducemanydiagrams)suchasVisio
5. Standardizeontheprocessforcreating,updating,versioning,reviewingandapprovingtheseartifactsanddocuments.
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S/No Yesser Standard Terms
Comment
1 e-GovernmentProgram(Yes-ser)
Usethefulltermsforfirstdefinitioninthedocumentation;subsequentlyuse‘Yesser’
2 e-Government Describesgenerale-Government
3 e-service Describesgenerale-service
4 The2nde-GovernmentActionPlan
Thenameofthecurrentactionplanfor2013-2017
5 e-transformation Describesthegeneraltransformationroutefromatraditionalgovernmentintoanelectronicgovernment
6 YeFI YesserFrameworkForInteroperability
7 e-GovernmentNationalPortal Theinitiativeforonestandardgovernmentnationalportal
8 e-GovernmentDataCenter Theinitiativeforacentralgovernmentdatacenter
9 GovernmentSecureNetwork(GSN)
Theinitiativeforonegovernmentsecurenetwork
10 GovernmentServiceBus(GSB) Theinitiativeforgovernmenttoexchangedataandinformation
11 NationalCenterforDigitalCertification
TheinitiativetoimplementnationalPubicKeyInfrastructure(PKI)
12 SingleSign-On(SSO) Theinitiativetoimplementonestandardauthenticationmech-anismtoaccessgovernmentservices
13 SADADPaymentSystem(SA-DADinshort)
The initiative to implement standard national billing andpaymentsystem
14 e-Channel(s) Describes themethod of interaction between service pro-viderandconsumer(e.g.Web,MobileApplicationandKiosk)
15 e-Training Describesinteractiveonlinetrainingdelivery
16 governmentagency Refers to the general government ministries, authorities,boards,councils,etc.
Table 7-9: Example of Yesser’s standard terms
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7.4.8 Step 4.8 Develop EA artifacts management processes
AstherewillbemanyartifactsanddocumentsproducedinthecourseoftheEAdevelopment,it is necessary to have a standardmanagement process to review and approve the variousdocuments.PleaserefertothesectionContinuousGovernance–wheretheartifactprocessmanagementaredescribeaspartoftheEAoverallchangemanagement–formoredetails.
Theteamneedstodevelopalltherelevantartifactsmanagementprocesses.
7.4.9 Step 4.9 Present and obtain approval for EA framework
WiththecompletionoftheEAFrameworkwiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
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8. About Reference Models & Architectures
8.1 Need for clarity
Inthenextfewstages,thegovernmentagencywillbuildreferencemodelsandarchitectures.However,beforebuildingthem,itisimportanttounderstandthedifferencesamongthevari-ousreferencemodels,currentandtargetarchitectures.TheEACoreteamandworkingteammembershavebeclearaboutthesedeliverablesandtheirrespectiveobjectivesorpurposes.Inaddition,itwouldhelptounderstandtherelationshipsamongthesedifferentdeliverables.
8.2 Definitions
Thefollowingarethemaindefinitions:
1. Reference Model
FromTheOpenGroupArchitectureFoundation(TOGAF):
“Areferencemodelisanabstractframeworkforunderstandingsignificantrelationshipsamongtheentitiesof[an]environment,andforthedevelopmentofconsistentstandardsorspecifica-tionssupportingthatenvironment.Areferencemodelisbasedonasmallnumberofunifyingconceptsandmaybeusedasabasisforeducationandexplainingstandardstoanon-specialist.”
AreferencemodelspecifiesstandardclassificationanddefinitionofcommoncomponentsusedfordevelopingEA.EAreferencemodeldefinesasetofstandardrepresentationsandspecifica-tionstobeusefordevelopingEA,ensuringconsistency,uniformity,andinteroperabilitywithreferencetoNEAreferencemodel.
Inshort,areferencemodelisusetodescribe,showandexplainingeneraltermsthemainarchi-tecturalelementsorcomponentssothatdifferentstakeholderscanreferenceittounderstandandmakerelevantdecisionsthatapplytotheirlocalcontext.
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TherearetwomainreferencemodelsinEA–NEAReferenceModelandGovernmentAgencyReferenceModel.
2. Architecture
TOGAFdefinesanarchitectureasfollows:
a Aformaldescriptionofasystem,oradetailedplanofthesystematcomponent level,toguideitsimplementation(source:ISO/IEC42010:2007).
b.The structure of components, their inter-relationships, and the principles and guidelinesgoverningtheirdesignandevolutionovertime.
In EA, the architecture describes the relevant elements or components from the referencemodel,andfurtherdesignsthedetailsbasedonavailabledataandcircumstancestomeetthearchitecturalobjectives.
3. Difference between Reference Model and Architecture
Oneanalogyislikecityplanning.TheNationalEnterpriseArchitecture(NEA)referencemodeldescribestheoverallcityplan.Byreferencingit,eachgovernmentagencywillknowwhichpartofthecityandwhatbuildingsitneedtobuild.Thegovernmentagencycanthendevelopitsownspecificbuildingreferencemodelwhereitwillgivemoredetailstothebuildingdesigns.
Fromitsreferencemodel,thegovernmentagencycanarchitectureitscurrentbuildings(withmoredetailslikeofficelayout,gardens,parkingareas,securityoffices,masjidandreceptionoffice).Ontheotherhand,thetargetarchitecturewillshowhowthebuildingswillbetransforminthefuturewiththerespectivedetails.
Table8-1providestherespectivedescriptionsofthevariousreferencemodelsandarchitectures.
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S/No EA Artifact Description
1. NEAReferenceModel Saudi government-wide reference model for allgovernment agencies. It gives the consolidatedgovernment-widemodel of the key IT and businessobjectsandtheirrelationships.
2. AgencyReferenceModel Specific view of the NEA Reference Model for thegovernmentagencyonly.Itprovidesthegovernmentagency’smodelofitsITandbusinessobjectsinrelationtotheNEAReferenceModel.
3. AgencyCurrentArchitecture DescriptionanddesignofthecurrentITandbusinesslandscape.ItshowsalltheactualcurrentIT,businessobjects,andtheirrelationships.
4. AgencyTargetArchitecture DescriptionanddesignofthetargetorfutureITandbusiness landscapes. It shows all the future IT andbusinessobjectsandtheirrelationshipsafterchangesmadetothecurrentarchitecture(i.e.additions,dele-tionsandmodificationsofthecurrentITandbusinessobjects).
Table 8-1: Differences between Reference Models and Architectures
8.3 Process to build reference models and architectures
Inthenextfewstages,thegovernmentagencywillbuildreferencemodelandarchitecturesinsuccession.Thissection,however,aimstoprovideacomprehensiveviewaboutthebuildingprocessandtheinter-relationshipsamongthesedeliverables.
Thebasicprocesstodevelopthesedeliverablesareasfollows:
1. Build agency reference models
ByreferringtotheNEAreferencemodels,thegovernmentagencyhastobuilditsownreferencemodels.Theobjectiveistoanalyzefromthewhole-of-governmentmodels,taketheappropriateandrelevantcontext,andbuildtherequiredarchitectureelementsforthegovernmentagency.
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2. Build current architectures
Fromthegovernmentagency’sreferencemodels,theEACoreandworkingteamshavetogather informationtoreflectthecurrentstateoftheITandbusinesslandscapes.Theoutcomeswilldescribethegovernmentagency’srelevantcurrentarchitectures.Inaddition,thegovernmentagencyhastoanalyzeandplanforimprovementsorwaystoovercomecurrentchallengesandlimitations.
3. Build target architectures
Thegovernmentagencyhastodeveloptargetoutcomesorgoalsthatwilldrivethedesignofthefuturetargetarchitectures.
Figure8-1summarizesthebasicprocessinbuildingthesereferencemodelsandarchitectures.
Figure 8-1: Basic process in building reference models and architectures
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8.4 Building blocks of reference models and architectures
Thebuilding blocks or components forNEA referencemodels, agency referencemodelsandarchitecturesaresimilar.Figure8-2illustratesthemaincomponentsineachmodelorarchitecture.TheEAFrameworkdevelopedinthepreviousstagewouldalsobesimilarintermsofthecomponents.
Figure 8-2: Building blocks / components
Eachmodelorarchitecturewouldminimallydescribethefollowing:
1. Purpose & Direction
Thepurposestatementdescribeswhatthemodelorarchitecturedoes.Itisspecificandnormallymeasurable.Thedirectionstatementdescribesthemaindeliveryfocus;itaffectsthescopeofthemodelorarchitecture.
2. Principles
Thesearearchitecturalprinciplesforthemodelorarchitecturedevelopment.Eachprinciplepro-videsspecificscopeandreasonthedevelopmentofthemodelorarchitecture.Asaguideline,thenumberofprinciplesshouldnotexceedseven.
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3. Artifacts
Theseareactualdeliverablesoroutcomesofthemodelorarchitecture.TheartifactnamehastomatchwiththedefinitionsandnamesintheEAMetaModel.Thenumberofartifactscom-monlyrangefrom4to10ineachmodelorarchitecture.
NEAconsistsoffivereferencemodelsasshowninthefigurebelow.Eachmodelhasthesamebuildingblocksorcomponents.Governmentagencieshavetoapplythesamebuildingblocksorcomponentsindevelopingtheirownreferencemodelsandarchitecturesinthenextfewstages.
Figure 8-3: Same building blocks in NEA reference models
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8.5 Summary of deliverables for reference models and
architectures
Thetablebelowliststheimportantdeliverablesorartifactstobeproduceinthegovernmentagencies’referencemodelsandarchitectures.
DomainNEA Reference Model Artifacts
Agency Reference Model Artifacts
Agency Current Ar-chitecture Artifacts
Agency Target Ar-chitecture
Artifacts
Performance PerformanceReferenceModel
Comprisingof:
1. Purpose/Direction
2. PRMPrinciples
3. StrategicGoals
4. PerformanceGoals
5. MeasurementAreas
6. MeasurementCat-egories
7. MeasurementGroups
8. Indicators
PerformanceReferenceModel
1. Comprisingof:
2. Purpose/Direction
3. PRMPrinciples
4. StrategicGoals
5. PerformanceGoals
6. MeasurementAreas
7. MeasurementCat-egories
8. MeasurementGroups
9. Indicators
N.A. N.A,
Theperformancemeasurementindicatorswillbeembeddedinthevarioustargetarchitec-tures
Business BusinessReferenceModel
Comprisingof:
1. Purpose/Direction
2. BRMPrinciples
3. BusinessArea
4. LineofBusiness(LoB)
5. BusinessFunction
BusinessReferenceModel
Comprisingof:
1. Purpose/Direction
2. BRMPrinciples
3. BusinessArea
4. LineofBusiness(LoB)
5. BusinessFunction
6. Sub-BusinessFunction
Purpose/Direction
1. BAPrinciples
2. AgencyBRM
3. OrganizationalChart
4. BusinessFunction
5. BusinessProcesses
6. ServiceCatalogue
Purpose/Direction
1. BAPrinciples
2. (reviewed/updated)
3. OrganizationalChart(reviewed/updated)
4. BusinessFunction(reviewed/updated)
5. BusinessProcesses(improved)
6. ServiceCatalogue(updated)
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DomainNEA Reference Model Artifacts
Agency Reference Model Artifacts
Agency Current Ar-chitecture Artifacts
Agency Target Ar-chitecture
Artifacts
Application ApplicationReferenceModel
Comprisingof:
1. Purpose/Direction
2. ARMPrinciples
3. ApplicationSys-tems
4. ApplicationCom-ponents
5. ApplicationInter-faces
6. BestPracticesandGuidelines
7. ApplicationSystemsforSaudiGovernment
8. ListofNationalSharedApplicationSystems
ApplicationReferenceModel
Comprisingof:
1. Purpose/Direction
2. ARMPrinciples
3. ApplicationSystems
4. ApplicationCompo-nents
5. ApplicationInterfaces
6. PrioritizedListofAp-plicationSystems
Purpose/Direction
AAPrinciples
AgencyARM
ApplicationOverview
ApplicationCatalogue
ApplicationFunctions
ApplicationRelationships
ApplicationConsolidationPlan(optional)
Purpose/Direction
AAPrinciples(reviewed / updated)
ApplicationOverview(updated)
ApplicationCatalogue(updated)
ApplicationFunctions(updated)
ApplicationRelation-ships(updated)
ListofAgencySharedApplicationSystemsand Components (optional)
Data DataReferenceModel
Comprisingof:
Purpose/Direction
DRMPrinciples
NationalDataModel
DataClassification
Data Structure
DataExchange
DataManagement
ListofNationalSharedDataServices
DataReferenceModel
Comprisingof:
Purpose/Direction
DRMPrinciples
ConceptualDataModel
DataClassification
Data Structure
DataExchange
DataManagement
Purpose/Direction
DAPrinciples
AgencyARM
ConceptualDataModel
LogicalDataModel
DataFlowDiagram
DatabasePortfolioCata-logue
Datadictionary
DataConsolidationPlan(optional)
Purpose/Direction
DAPrinciples(re-viewed / updated)
ConceptualDataModel(updated)
DataManagement(updated)
LogicalDataModel(updated)
DataFlowDiagram(updated)
DatabasePortfolioCata-logue(updated)
Datadictionary(up-dated)
ListofAgencySharedDataServices(optional)
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DomainNEA Reference Model Artifacts
Agency Reference Model Artifacts
Agency Current Ar-chitecture Artifacts
Agency Target Ar-chitecture
Artifacts
Technology TechnologyReferenceModel
Comprisingof:
Purpose/Direction
TRMPrinciples
ServiceArea
ServiceCategory
ServiceStandards
TechnologyReferenceModel
Comprisingof:
Purpose/Direction
TRMPrinciples
ServiceArea
ServiceCategory
ServiceStandards
Purpose/Direction
TAPrinciples
AgencyTRM
ITInfrastructureOverview
ITInfrastructureDescrip-tion
HardwareCatalogue
SoftwareCatalogue
Purpose/Direction
TAPrinciples(re-viewed / updated)
ITInfrastructureOver-view(updated)
ITInfrastructureDescription(updated)
HardwareCatalogue
SoftwareCatalogue
ListofAgencySharedInfrastructureServices(optional)
Table 8-2: Summary of artifacts by reference models and architectures
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Sta
ge 5
– B
uil
d
Ref
eren
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9. Stage 5 – Build Reference Models
9.1 Stage summary
Theprevioussectionhasdefinedanddescribedthereferencemodelsandarchitectures.BasedontheEAframeworkdevelopedpreviously,thisstageisallaboutbuildingthereferencemodelssothatagovernmentagencycanhavestandardviewsandtaxonomiesofkeyorganizationalassetsandprocessessuchasbusiness,application,dataandtechnologydomains.
9.2 Stage purpose
Thepurposeofstage5istoarchitectandbuildtherelevantEAreferencemodelsofthegovernmentagency.Thefollowingspecificexpectedoutcomesfromthisstageare:
1. PerformanceReferenceModel
2. BusinessReferenceModel
3. ApplicationReferenceModel
4. DataReferenceModel
5. TechnologyReferenceModel.
Notethattheabovearerecommendedoutcomes.Agovernmentagencycanhavemoreorless,orevencombinereferencemodelsdependingonitsEArequirements,itsEAframeworkdesignand itsEAgoals.Otherexamplesof referencemodelsare security referencemodel, servicereferencemodelandinfrastructurereferencemodel.
9.3 Stage initiation
ThisstagerequirestheEAvision,mission,architecturegoals&principles,andtheEAframeworkfrom theprevious stage. In addition, the government agencyneeds to refer to Yesser’sNEAReferenceModels.ByreferringtotheNEAreferencemodels,thegovernmentagencycande-veloptheirownreferencemodelsensuringalignmentwithwholeofgovernmentaswellastoachieveitsEAgoals.
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9.4 About NEA reference models
SincethegovernmentagencieshavetorefertoNEAreferencemodels,itisapre-requisitetounderstandallthefivereferencemodelsandtheirinter-relationships.
TheobjectivesorgoalsoftheNEAreferencemodelsare:
1. Toprovidewhole-of-governmentstructuredinformationonITandbusinesslandscapes
2. Toprovideeffectiveviewsorperspectivesfordifferentstakeholdersinthegovernment–frombusinesstoapplicationstodatatoITinfrastructure
3. Toprovideareferencepointforgovernmentagenciestoreviewanddistillrelevantinforma-tionanddesignfortheirownuse.
Figure9-1illustratestheNEAreferencemodelsandtheirinter-relationships.
Figure 9-1: NEA reference models and their inter-relationships
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a. Performance Reference ModelThe Performance ReferenceModel (PRM) is an outcome-focusedmeasurement frameworkthatcanassistgovernmentagencies in thedesignand implementationofeffectivebusinessmeasurement systemsandperformancearchitectures. ThePRM, through themeasurementindicators,setstheperformancestandardsforthegovernment.Hence,fromanarchitecturalviewpoint,thePRMsetstheperformancestandardsfortheotherfourreferencemodels.
b. Business Reference ModelTheBusinessReferenceModel(BRM)isaclassificationcategoryusedtodescribethetypeofbusinessfunctionsforthewholeofSaudigovernment.Itgivesalogicalfunctionalviewinsteadoffunctionsbyphysicalgovernmentagencies.ThefunctionsandrequirementsinBRMdrivestheotherreferencemodels,i.e.ApplicationReferenceModel,DataReferenceModelandTech-nologyReferenceModel.
c. Application Reference ModelTheApplicationReferenceModel (ARM) is a categorizationof different typesof applicationsystems,applicationcomponentsandinterfaces.ItistheframeworkforcategorizingnationalsharedITsystemsandapplicationcomponentstohelpidentifyopportunitiesforsharing,reuse,andconsolidationorrenegotiationofsoftwarelicenses.TheARMsupportsdirectlytheBRMindeliveringthebusinessoutcomes.
d. Data Reference ModelTheDRM(DataReferenceModel)isamodelthatclassifiesdataanddefinesastandarddatastructuretosupportdevelopingdataarchitectureandpromotingdatastandardization/reuse/management.TheDRMsupports theARMdirectly indeliveringbusinessgoalsbysupplyingdataandinformation.Thevariousapplicationsystemshavetousedatatoprovideinformationtothebusinesses.
e. Technology Reference ModelThe Technology ReferenceModel (TRM) classifies and defines technologies and technologystandards/specifications that support businesses and services. Under structured technologyclassifications, technology standards are define to promote inter-operability among govern-mentagencies.TheTRMsupportsthedatausageinDRM,supportsapplicationsystemsinARMthroughthetechnologydefinitionsandinfrastructureimplementations,andsupportstheagen-cystaffthroughuseofpersonalandofficetechnologies.
PleaserefertotheactualNEAreferencemodelsfordetails.
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9.5 Key steps in stage 5
Stage5isallaboutbuildingtherelevantreferencemodels.Table9-1listsallthekeystepsinStage5.
Stage / Step
NoDescription Deliverable
5 DocumentGovernmentAgency’sReferenceModels GovernmentAgency’sReferenceModels
5.1 Developamodelthatstandardizesperformanceelements for improving IT projects and theirquality.ObtainapprovalfromtheEAGovernanceCommittee
ApprovedPerformanceReferenceModel
5.2 Developamodelthatclassifiesanddefinesbusi-nessfunctionsandrelatedinformation.ObtainapprovalfromtheEAGovernanceCommittee
ApprovedBusinessReferenceModel
5.3 Develop a model that classifies and definessharedapplicationsystems/componentstopro-moteserviceintegrationandreusebyidentifyingredundantorcorrelatedapplications.Obtainap-provalfromtheEAGovernanceCommittee
ApprovedApplicationReferenceModel
5.4 Develop a model that classifies data and definesstandarddatastructurestosupportdataarchitecturedevelopment,datastandard,anddatareuse.ObtainapprovalfromtheEAGovernanceCommittee
ApprovedDataReferenceModel
5.5 Develop a model that classifies and definestechnologiesand technology standards/speci-fications,whichsupportbusinessandservices.ObtainapprovalfromtheEAGovernanceCom-mittee
ApprovedTechnologyReferenceModel
Table 9-1: Stage 5 steps
Inbuildingthevariousagency’sreferencemodels,theEACoreandworkingteamshavetomake
referencetoitsEAFramework(developedinStage4)andNEAReferenceModels.
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9.5.1 Step 5.1 Build performance reference model
ThePerformanceReferenceModel(PRM)isanoutcome-focusedmeasurementframeworkthatcanassistgovernmentagenciesinthedesignandimplementationofeffectivebusinessmeasure-mentsystemsandperformancearchitectures.
Itismadeupofanhierarchicalmodelthathelpsidentifymeasurementneeds;aclassificationframeworkthatdescribesthetypesofmeasurementthatcansupporttheidentifiedneeds;andameasurementframeworkthathelpsdefineeffectivemeasurementindicators.
NEAPRM
Figure9-2showstheNEAPRMartifactswhileTable9-2describestheartifactsordeliverables.GovernmentagencieshavetoreferandunderstandtheNEAPRMartifactsandcontents.PleaserefertothePRMdetailsandconsultNEAofficeforclarificationordiscussion.
Figure 9-2: NEA PRM artifacts
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S/No Artifact / Deliverable Description
1 Purpose/Direction ThepurposeofPRM
2 PRMPrinciples ThearchitecturalprinciplesofPRM
3 StrategicGoals/Outcomes Thehighest level strategic outcomes for Saudigovernment
4 PerformanceGoals Thespecificperformancegoalsincertainareasand/orovercertaintimeperiodforSaudigovernment
5 MeasurementAreas Thevariousbroadareasformeasurement
6 MeasurementCategories Thevariouscategoriesformeasurementwithina measurement area
7 MeasurementGroups The various groups formeasurementwithin ameasurementcategory
8 Indicators Theactualmeasurementindicators
Table 9-2: PRM artifact descriptions
RelationshipbetweenNEAPRMandAgencyPRM
TheNEAPRMdescribes the reference forwhole-of-government performance standards. By referencingtheNEAPRM,agovernmentagencycanextracttherelevantscopethatisapplicable.Hence,theagencyPRMislikeasub-setoftheNEAPRMandthediagramsforbothNEAPRMandagencyPRMsarethesame.However,theagencyPRMhastodescribemoredetailperformanceindicatorsforthegovernmentagencywithinthesamemeasurementcategoriesandgroups.Atthesametime,theagencyPRMhastoalignwiththeNEAPRMintermsofthehigh-levelstrategicgoalsandmeasurementareas.
BuildingtheAgencyPRM
Table9-3summarizesthemainactivitiesforbuildingtheagencyPRM.
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S/No Activity Artifact / Deliverable
1 DefinethePRMpurposeordirection PRMpurpose/directionstatement
2 DefinethePRMprinciples PRMprinciples
3 Define the Strategic Goals and Perfor-manceGoals
Strategicgoalsandperformancegoalsforagency
4 Define the Measurement Areas, Catego-ries,GroupsandIndicators
Set of indicators within measurementgroupswithinmeasurement categorieswithinmeasurementareas
5 DocumentandreviewthedraftPRM RevieweddraftPRM
6 Obtaingovernanceapproval ApprovedagencyPRM
Table 9-3: Main activities to build agency PRM
1. Define the PRM purpose or direction
DependingontheactualEAscopeforthegovernmentagency,ithastodefinetheappropriatePRMpurposeordirection.ThegovernmentagencycanrefertotheNEAPRM’spurposeorgoalstofurtherrefineorlocalizeitspurpose.ThefigurebelowshowsanexampleofthePRMpurposeanddirection.
Figure 9-3: Example PRM purpose and direction
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2. Define the PRM principles
RefertoNEAPRMprinciplestoadoptandadaptforthegovernmentagency’sownPRMprinciples.NotethatgoodprincipleswouldaidordirectthesubsequentdevelopmentworkofthePRM.Asaguide,thereshouldnotbemorethansevenprinciples.
3. Define the Strategic Goals and Performance Goals
FromtheNEAPRM’sstrategicgoals,identifytherelevantgoalsthataredirectlyapplicabletogovernmentagency.Foreachofthestrategicgoalsidentified,adaptitintolocalagencycontextthatwillbecometheagency’sstrategicgoals.Ifneedbe,refertothegovernmentagency’sstrat-egy/annualplansandroyaldecreesifany.Itwouldalsobeeffectivetoillustratethestrategicgoalsandperformancegoalsinadiagrammaticformasshownbelow.
Figure 9-4: Example PRM strategic goals / outcomes
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4. Define the Measurement Areas, Categories, Groups and Indicators
Thenextfewactivitiesareinter-related.WithreferencetoNEAPRM,analyzeandlocalizethemeasurementareas,categories,groupsandindicators.
Themeasurementareasrefertothehighestlevelinthegovernmentagency.Typically,thesemeasurementscanderivefromMission,VisionandhighestlevelPKIs.Examplesofmeasure-mentareasareCustomers/Public, Investments,Expenditures,Employees,TechnologiesandAssets.Foreacharea,drilldowntodefinethemeasurementcategoriessuchasfinancial,HR,customerserviceandIT.Thenextstepistodefinethemeasurementgroupssuchasdivision,branch,department,unitandteam.
Itisadvisabletodevelopprogressivelyevaluationindicatorsforaspecificgroupsinceitisdif-ficulttodoallatonce.Table9-4showsexamplesofmeasurementindicators.
Measure-
ment Area
Measurement
Category
Indicator
S/No
Indicator Defini-
tion
Measurement
Method
Measurement Indi-
cator
Customer Customer Satisfaction
C.1 Satisfactionresponsebycustomer
ImmediatelyafterservicebypressingSatisfactionRatingbutton
%ofsatisfactionbyVeryGood,Good,OK,Bad,VeryBad
C.2 Averagetimeto process cus-tomer’sinquiry
Surveytorandomsamplingofcustomers
Numberofhours
Technol-ogy
ITServiceRequest
T.1 NumberofProcessedITRequest
CalculatenumberofprocessedITrequeststototalrequestsreceived
%ofprocessedITrequest
NewTech-nologies
T.2 NumberofNewTechnologiesAdopted
Numberovertheyear
Numberofnewtechnologies
Table 9-4: Example measurement areas, categories and indicators
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Figure 9-5: Example of PRM indicator description
5. Document and review the draft PRM
Afterallthedefinitions,documentalltherelevant informationintoastructuredinformationbaseontheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherpartytocarryoutafinalreview.
6. Obtain governance approval
Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectorBusinessArchitectshouldfrontthispresen-tation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
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9.5.2 Step 5.2 Build business reference model
TheBusinessReferenceModel(BRM)isaclassificationcategoryusedtodescribethetypeofbusinessfunctionsatthegovernmentagency,inagivensectorornationallevels.BRMfocusesoncategorizingabusinessbaseonstructuredbusinesselementssuchasbusinessarea,lineofbusinessandbusinessfunctionsperformbythegovernmentagency.
NEABRM
Figure9-6showstheNEABRMartifactswhileTable9-5describestheartifactsordeliverables.GovernmentagencieshavetoreferandunderstandtheNEABRMartifactsandcontents.PleaserefertotheBRMdetailsandconsultNEAofficeforclarificationordiscussion.
Figure 9-6: NEA BRM artifacts
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S/NoArtifact /
DeliverableDescription
1 Purpose/Direction ThepurposeofBRM
2 BRMPrinciples ThearchitecturalprinciplesofBRM
3 BusinessAreas ThehighestabstractgroupingsofbusinessforSaudigovernment
4 LinesofBusiness The broad logical groupings of business for Saudi government(insteadofdefinitionsbyphysicalagencies)
5 BusinessFunctions ThemainbusinessfunctionswithineachLineofBusiness
6 Sub-BusinessFunctions Thefiner-grainbusinessfunctionswithineachbusinessfunction
Table 9-5: BRM artifact descriptions
Definitions
Thefollowingarethemaindefinitionsforcommonunderstanding:
Business Area
ABusinessAreaisthecollectionofthehighestabstractiondescriptionofrelatedgovernment’saccountabilitiestothedifferentstakeholderssuchastheRoyalFamily,citizens,businessesandinternalgovernments.
Line of Business (LoB)
AnLoBisabroadcollectionofgovernmentrolesandresponsibilities(bothprimaryandsec-ondary)withinaBusinessArea.TheLoB’sperspectiveisfromaroleorresponsibility,andnotbygovernmentagency.
Business Function
ABusinessFunctionisasetofworktobecarryouttoaccomplishtherolesandresponsibilitiesdescribedintheLoB.EachLoBhastwoormorebusinessfunctions.
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Sub-Business Function
ASub-Business Function is a setofphysical activities tobe carryout to complete theworkdefinedinthebusinessfunction.ABusinessFunctionhastwoormoresub-businessfunctions.
Relationship between NEA BRM and Agency BRM
TheNEABRMdescribesthereferenceforwhole-of-governmentbusiness.ByreferencingtheNEABRM,agovernmentagencycanunderstandhowitrelatestothedifferentlineofbusiness(LoB)underdifferentbusinessareas.Byextractingtherelevantbusinessscopethat isapplicable,theagencycandevelopitsownBRM.Hence,theagencyBRMislikeasub-setoftheNEABRM(thediagramforagencyandNEABRMsarethesame).However,theagencyBRMhastodescribemoredetailbusinessfunctionsandsub-businessfunctionsforthegovernmentagencywithineachLoBs.Throughsuchdefinitions,theagencyBRMwillalignwiththeNEABRMintermsofthehigh-levelbusinessareasandlineofbusiness.
Building the Agency BRM
BelowtablesummarizesthemainactivitiesforbuildingtheagencyPRM.
S/No Activity Artifact / Deliverable
1 DefinetheBRMpurposeordirection BRMpurpose/directionstatement
2 DefinetheBRMprinciples BRMprinciples
3 DefinetheBusinessAreas,LinesofBusi-ness (LoB), Business Functions and Sub-BusinessFunctions
List of related business areas, LoBs,business function and sub-businessfunctiondescriptions
4 DocumentandreviewthedraftBRM RevieweddraftBRM
5 Obtaingovernanceapproval ApprovedagencyBRM
Table 9-6: Main activities to build agency BRM
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1. Define the BRM purpose or direction
DependingontheactualEAscopefortheagency,definetheBRMpurposeordirection.Inadditionto improvingoveralleffectiveness,theagencyBRMtypicallygivesan insight intotheactualaccountabilities, roles,key functionsandrelationshipswithothergovernmentagencies.TheBRMisalsoanexcellenttooltoaide-Governmenttransformation.ItisalsonecessarytorefertotheagencyPRMandincorporaterelevantstrategicgoalsandmeasurementsintotheBRM.ThefigurebelowgivesanexamplepurposeordirectionforBRM.
Figure 9-7: Example BRM purpose
2. Define the BRM principles
RefertoNEABRMprinciplestoadoptandadaptforthegovernmentagency’sownBRMprinciples.NotethatgoodprincipleswouldaidordirectthesubsequentdevelopmentworkoftheBRM.Asaguide,thereshouldnotbemorethansevenprinciples.
3. Define the Business Areas, Lines of Business (LoB), Business Functions
and Sub-Business Functions
Thisstephasafewinter-relatedactivitiesthatisbestdonecollectivelyinanhierarchicalway.RefertoNEABRManddothefollowing:
a.Findtherelatedbusinessareasthattheagencyhasaccountabilitiesorresponsibilities
b.Similarly,foreachbusinessareaidentified,findtheLoBsfortheagency.PleasenotethattheBRMisalogicalrepresentationofresponsibilities.Thus,itiscommonthatanagencyisinvolveinatleasttwoLoBs
c.ForeachLoB,findalltherelatedbusinessfunctions
d.Finally,foreachbusinessfunction,findallthesub-businessfunctionscarryoutbytheagency.
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Figure 9-8: Example of business area, LoB, business function and sub-business functions
Thefigureaboveillustratestherelationshipandinformationonthevariousbusinessartifactsordescriptions forMinistryofEducation (MoE).This isonlyanexampleanddoesnot fullydepicttheactualcaseforMoE.Forthesameexample,theinformationcanalsobeshowninthetablebelow.
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BusinessArea
Line of Business Business Function Sub-Business
FunctionRoyalFamilyAffairs
Notlisted Notlisted Notlisted
CitizenServices Education Pre-SchooltoHigh-SchoolEducation
1. CurriculumPlanningforSchools
2. SchoolAdministrationandGovernance
GraduateandPost-GraduateEducation
1. Curriculumplanningforuniversities
2. Accreditation
BusinessServices Licensing&RegulatoryControl
Licensing&RegulatoryCon-trolofPrivateSchools
1. RegistrationandCom-municationwithPrivateKindergartens&Schools
2. LicensingManagement
3. RegulatoryEnforcement
GovernmentServices
Notlisted Notlisted Notlisted
Table 9-7: Example of business area, LoB, business function and sub-business functions
1. Document and review draft BRM
Afterlistingallthedefinitions,documenttherelevantinformationintoastructuredinformationbaseontheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherpartytocarryoutafinalreview.
2. Obtain governance approval
Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectorBusinessArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoob-taintheirfinalapproval.
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9.5.3 Step 5.3 Build application reference model TheApplicationReferenceModel (ARM) is a categorizationof different typesof application systems,applicationcomponentsandinterfaces.Itistheframeworkforcategorizingnational sharedITsystemsandapplicationcomponentstohelpidentifyopportunitiesforsharing,reuse,.andconsolidationorrenegotiationofSWlicenses
NEAARM Figure9-9showstheNEAARMartifactswhileTable9-8describestheartifactsordeliverables..GovernmentagencieshavetoreferandunderstandtheNEAARMartifactsandcontents
Figure 9-9: NEA ARM artifacts
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S/No
Artifact /
DeliverableDescription
1 Purpose/Direction ThepurposeofARM
2 ARMPrinciples ThearchitecturalprinciplesofARM
3 ApplicationSystems Theapplicationsystemstosupportbusiness.Itcanbeclassifiedasacoreapplicationsystemorasupportingapplicationsystem
4 ApplicationComponents Thekeyapplicationcomponentclassificationsanddescriptions
5 ApplicationInterfaces Thecommonmethodsorinterfacestoconnectamongapplications
6 BestPractices&Guidelines Thecommonbestpracticesandguidelines fordevelopmentandimplementationofapplicationsystems,componentsandinterfaces
7 ApplicationSystemsforSaudiGovernment
The guide for choosing and prioritizing applications systems forgovernmentagencies
Table 9-8: ARM artifact descriptions
ThefigurebelowillustratesthestructureddiagramofNEAARM.Itshowstheclassificationsofthesupportingapplicationsystems,applicationcomponentsandinterfaces.PleaserefertotheARMdetailsandconsultNEAofficeforclarificationordiscussion.
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Figure 9-10: Structured diagram of application systems, components and interfaces in NEA ARM
RelationshipbetweenNEAARMandAgencyARM
TheNEAARMdescribesthereferenceforwhole-of-governmentapplicationsystemsdevelopment. By referencing theNEAARM, a government agency can understand the structure andclassificationsapplicationssystems,componentsandinterfaces.TheNEAARMalsodescribesthecommonapplicationsystemsforuseingovernmentsupportingbusinessfunctions.Thereisalsoabestpracticesandguidelinesonapplicationdevelopmentandmaintenancesothatgovernment agencies can develop quality application systems. Finally, theNEAARMguidesgovernmentagenciesinchoosingandprioritizingtheirapplicationdevelopment.
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TheagencyARM,ontheotherhand,describesthemainapplicationsystems(coreandsupporting),componentsand interfacesfordevelopmentand implementationspecifically fortheagency.Theseapplicationsystemshavetosupport thebusinessesasdefined in theagencyBRM. Inaddition,theagencyBRMwouldhaveaprioritizedlistofapplicationsystemsfordevelopment.TheagencyARMstructureisshowninthefigurebelow.TheagencyARMhastoensurealignmentwiththeNEAARMintermsofthehigh-levelapplicationsystemandcomponentclassifications.
Figure 9-11: Agency ARM artifacts
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BuildingtheAgencyARM
BelowtablesummarizesthemainactivitiesforbuildingtheagencyARM.
S/No Activity Artifact / Deliverable1 DefinetheARMpurposeordirection ARMpurpose/directionstatement
2 DefinetheARMprinciples ARMprinciples
3 Definetheapplicationsystems Listofcoreandsupportingapplicationsystemdescriptionsfortheagency
4 Definetheapplicationcomponents Listofkeyapplicationcomponentdescriptions
5 Definetheapplicationinterfaces Listofkeyapplicationinterfacedescriptions
6 Prioritizetheapplicationsystems Listofprioritizedapplicationsystemsfordevel-opment
7 Documentandreview RevieweddraftARM
8 Obtaingovernanceapproval ApprovedagencyARM
Table 9-9: Main activities to build agency ARM
1. Define the ARM purpose or direction
DependingontheEAscopeoftheagency,theEACoreandworkingteamshavetodiscussandagreeontheARMpurposeordirection.ItisalsonecessarytorefertotheagencyPRMandin-corporaterelevantstrategicgoalsandmeasurementsintotheARM.BelowisanexampleofanARMpurposeordirectionstatement.
Figure 9-12: Example ARM purpose or direction
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2. Define the ARM principles
RefertotheNEAARMprinciplesasshownbelow.AgoodsetofprincipleswillaidthedevelopmentoftheagencyARM.ReviewandcustomizetheappropriateprinciplesfortheagencyARM.Asaguide,donothavemorethansevenprinciples.
S/No Principle Description
1 StrategicDrivenApplications Designandprioritizeapplicationsystemsthatdeliverstrategicoutcomes.
2 Cross-AgencyApplicationSystems Design and develop application systems that servemultiplegovernmentagencies.
3 Easy-to-UseyetSecuredApplicationSystems
Designanddevelopapplicationsystemsthatareeasy-to-useand,atthesametime,highlysecured.
4 AdaptableandReusableApplicationSystems&Components
Designanddevelopapplicationsystemsusingreusablecomponentsandsystemswhilebeingadaptabletotheconstantchanges.
5 Vendor-NeutralApplicationSystems Designanddevelopvendor-neutralapplicationsystems.
Table 9-10: NEA ARM principles
3. Define the application systems
Theagencyhas todefinetheapplicationsystems intocoreandsupporting.Asapplicationsystemsarerequiredtosupportthebusiness,theEACoreandworkingteamsmustrefertotheagencyBRM.Eachbusinessfunctionshouldbesupportedbyatleastoneapplicationsystem.Theteamshouldthenreviewthesub-businessfunctionandrationalizeifthesameapplicationsystemcanbe support that sub-business function; ifnot, thenanother specificapplicationsystemmayberequiredforthesub-businessfunction.
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Figure 9-13: Example of MOE’s business and sub-business functions
Intheexampleabove,underEducationLoB,MOErequiresatleasttwoapplicationstosupportthe ‘Pre-School to High School Education’ and the ‘Graduate and Post-Graduate Education’.However,itisnotpracticaltohaveonesystemtosupportthetwosub-businessfunctions–i.e.‘CurriculumPlanningforSchools’and‘SchoolAdministration&Governance’astheyarerathervariedfunctionalrequirements.Thus,MOErequiresatleasttwoapplicationsystemsunderthePre-SchooltoHighSchoolEducation.Similarly,MOErequiresanothertwoapplicationsystemstosupportthetwosub-businessprocessesunder‘GraduateandPost-GraduateEducation’.
Inthesametoken,MOEwillhavealistofapplicationsystemstosupportthecommonbusinessfunctionsorsub-businessfunctionssuchasfinancemanagement,ITmanagement,corporateplanning&development,andbuildingmanagementamongothers.
TheEACoreandworkingteamsmustalsoidentifythepotentialapplicationsystemowner.Ifthegovernmentagencyistheprimaryownerofthebusinessorsub-businessfunction,thentheagencyhastodeveloptheidentifiedcoreapplication.However,iftheagencyplaysasecondaryorsupportingfunctiontothebusiness function, thentheagencyshouldusetheapplicationsystemdevelopedbytheprimaryagency.
Thus,bynow,thegovernmentagencyshouldhaveaclear listofwhatapplicationsystemsithastoownanddevelop,andwhataretheapplicationsitshouldusefromtheotherprimarygovernmentagencies.
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4. Define the application components
NEAARMhasdefinedthemainapplicationcomponentclassifications.Pleasereviewthemall.Inmostcases,theagencyshouldadoptalltheseapplicationcomponentsastheyaregenericyetuseful.Inaddition,reviewandaddotherapplicationcomponentstoaidthedevelopmentoftheagency’sapplications.Altheseapplicationcomponentsshouldandcanbere-useorshared.
5. Define the application interfaces
Liketheperviousstep,reviewthelistofthecommonsharedapplicationinterfacesdevelopedbyYesser.Thegovernmentagencyshouldbeabletoadoptmostoftheapplicationinterfaces.Similarly,reviewandaddotherspecificapplicationinterfacesrequired.
6. Prioritize the application systems
RefertotheNEAARM‘ApplicationSystemsforSaudiGovernment’section.Followthestepstohelpthegovernmentagencyprioritizeitsapplicationsystems.Attheendofthisprocess,thegovernmentagencywouldhavedifferent listswithdifferentpriorities forapplicationsystemdevelopment.
7. Document and review
After listingall theprioritizedapplicationsystems,componentsandinterfaces,documenttherel-evantinformationintoastructuredinformationbaseontheagency’sdocumentationstandards.Itisrecommendedtomapouttherelationshipbetweentheapplicationsystemsandthebusinessorsub-businessfunctions.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherpartysuchasbusiness/applicationownerstocarryoutafinalreview.
8. Obtain governance approval
Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee. TheChiefArchitectorApplicationArchitect should front thispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
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9.5.4 Step 5.4 Build data reference model
TheDataReferenceModel(DRM)isamodelthatclassifiesdataanddefinesastandarddatastructuretosupportdevelopingdataarchitectureandpromotingdatastandardization/re-use/management.TheDRMgivesastandarddataclassificationforallthedatauseinthegovernmentagency,includingthedatasourcesandthedatarelationships.
NEADRM
Figure9-14showstheNEADRMartifactswhileTable9-11describestheartifactsordeliver-ables.GovernmentagencieshavetoreferandunderstandtheNEADRMartifactsandcontents.
Figure 9-14: NEA DRM artifacts
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S/No Artifact / Deliverable Description
1 Purpose/Direction ThepurposeofDRM2 DRMPrinciples ThearchitecturalprinciplesofDRM3 NationalDataModel ThedatamodelforKSAgovernment4 DataClassification Themajordataclassifications5 Data Structure Theoveralldatastructure6 DataExchange Thecommonmethodsfordataexchange7 DataManagement Theguidefordatamanagementforagencies
Table 9-11: DRM artifact descriptions
ThefigurebelowillustratestheoverallNEADRM.Itprovidesdescriptionsofthevariousarti-facts.PleaserefertotheDRMdetailsandconsultNEAofficeforclarificationordiscussion.
Figure 9-15: NEA DRM
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Relationship between NEA DRM and Agency DRM
TheNEADRMprovidesthereferenceforwhole-of-governmentdatausageandstandardization.ByreferencingtheNEADRM,agovernmentagencycanunderstandthehigh-leveldatamodel,dataclassification,datastructureanddataexchange.TheNEADRMalsoprovidesthedataman-agementguideforqualityandreliabledatausageandexchange.
Ontheotherhand,theagencyDRMdescribesthemaindatamodelforitsownusebasedontheNEADRMartifacts.TheagencyDRMwillhaveitsownagencydatamodel,dataclassification, datastructureanddataexchange.TheagencyDRMstructureisshowninthefigurebelow.TheagencyDRMhastoensurealignmentwiththeNEADRMintermsofthedatamodel,dataclas-sification,datastructureanddataexchange.
Figure 9-16: Agency DRM artifacts
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BuildingtheAgencyDRM
BelowtablesummarizesthemainactivitiesforbuildingtheagencyDRM.
S/No Activity Artifact / Deliverable
1 DefinetheDRMpurposeordirection DRMpurpose/directionstatement
2 DefinetheDRMprinciples DRMprinciples
3 Definethedatamodel Datamodelforagency
4 Definethedataclassifications Keydataclassificationsforagency
5 Definethedatastructure Maindatastructureforagency
6 Definethedataexchanges Dataexchangesforagency
7 Documentandreview RevieweddraftDRM
8 Obtaingovernanceapproval ApprovedagencyDRM
Table 9-12: Main activities to build agency DRM
1. Define the DRM purpose or direction
DependingontheEAscopeoftheagency,theEACoreandworkingteamshavetodiscussandagreeontheDRMpurposeordirection. It is importanttoscopecarefullytheDRM,as itcanpotentiallybeverywide.ItisalsonecessarytorefertotheagencyPRMandincorporaterelevantstrategicgoalsandmeasurements intotheDRM.BelowisanexampleofaDRMpurposeordirectionstatement.
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Figure 9-17: Example for defining DRM purpose
2. Define the DRM principles
RefertotheNEADRMprinciples.AgoodsetofprincipleswillaidthedevelopmentoftheagencyDRM.ReviewtheNEADRMprinciplesandcustomizetheappropriateprinciplesfortheagencyDRM.Asaguide,donothavemorethansevenprinciples.
3. Define the data model
Theobjectiveofadatamodelistoshowdatainalogicalandstructuredmethodthataiddatadiscoveryanddata re-use. Itprovides theoverall viewofall thedifferentarchitecturaldatacomponentsinastructuredfashion.
ByreferringtotheNEADRM,eachgovernmentagencycanidentifywhichdataareestablishedandoperationalatthenationallevel.Similarly,theagencyhastobuilditsdatamodeltodepictoperationaldatausedintheagency.Developasimilardatamodelforthegovernmentagency.Thedatamodelwouldhavedataclassifications,datastructureanddataexchanges.
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4. Define the data classifications
Theamountofdatacaneasilycauseoperationalcomplexitiesinanygovernmentagency.Withmassivedataelementsfromdifferentsources,itisnecessarytoorganizeandclassifydatasothattheagencycanefficientlysearch,useandmanagedata.
RefertoNEADRM.Basedonthedatarequiredbythegovernmentagency,classifythesedataaccordingly.Thefigurebelowisanexampledataclassification.
Figure 9-18: Example for developing data classification structure
5. Define the data structure
TheNEADRMhasdefineddatastructureconsistingofdataelements,dataentities,datapropertiesandtheirrelationships.Similarly,definethedatastructurefortheagencydata.TheEACoreorworkingteamsmaywanttostartbedefiningthestructureforcommonlyusedataintheagency.Belowisanexampleofdatastructuredefinitions.Notethatanumberofthesedatadefinitionsmaptothedataclassificationsestablishedintheabovestep.Inaddition,theagencyhastodocu-mentthedatapropertiesandrelationships.
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Items of Entity Definition Entity Description
EntityNameAsentitynametobemanagedbyagencyDRM,itisuniquely,consistentlynamedbyusingbusinessterms
EntityDefinition Definesbothwhatistheentityandtowhom,how,wheretheentityisused
DataSubjectAreaDatasubjectareawhichtherelevantentitybelongstoindataclassificationsystem
Data GroupDatagroupwhichtherelevantentitybelongstoindataclassificationsys-tem
UnusualRemarkofEntity Describingitemstoseparatelyemphasize,exceptentitydefinition
EntityVersion Relevantentity’sversion
EntityOwnership Nameorcodeofanagencyordepartmentcreatingtherelevantentity
Table 9-13: Example data structure definition
6. Define the data exchanges
Finally,define thedataexchangeswithothergovernmentagencies.Basedon thedataentities definedabove,simplylistallthedataexchanges.Foralignment,pleaserefertotheNEADRMforthedataexchangedefinitionsandmethods.Thetablebelowisanexamplelistofdataex-change.
S/No
Data Entity
Agency Name / Location
Exchange Description
Exchange Frequency
Exchange Direction
1 Nameofdataentity
Nameofagencyandlocationorbranch
Descriptionaboutthedataexchangeanddataentity
Frequencysuchasmonthly,weekly,daily,hourly
InboundorOutbound
Table 9-14: Example data exchange definition
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7. Document and review
Uponcompletionoftheabovedeliverables,theEACoreandworkingteamshavetodocumenttheDRMaccordingtotheagency’sdocumentationstandard.Carryoutaninternalreview.Inaddition,itisrecommendedtogetotherpartiestoreviewtheDRMsuchasthebusinessteamandtheDBAs.
8. Obtain governance approval
Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presentittotheEAGovernanceCommittee.TheChiefArchitectorDataArchitectshouldfrontthispre-sentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
9.5.5 Step 5.5 Build technology reference model
TheTechnologyReferenceModel (TRM)classifiesanddefines technologiesand technologystandards/specificationsthatsupportbusinessesandservices.ThepurposeofTRMisforenu-meratingandunderstandingtheunderlyingITservice&technologyelements,analyzingthemandthenapplyingclassificationsandrelevantstandards.
NEATRM
Figure9-19showstheNEATRMartifactswhileTable9-15describestheartifactsanddeliver-ables.GovernmentagencieshavetoreferandunderstandtheNEATRMartifactsandcontents.PleaserefertotheTRMdetailsandconsultNEAofficeforclarificationordiscussion.
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Figure 9-19: NEA TRM artifacts
S/No Artifact / Deliverable Description
1 Purpose/Direction ThepurposeofTRM2 TRMPrinciples ThearchitecturalprinciplesofTRM3 ServiceArea Thehighestleveltechnologyservicearea4 ServiceCategory Thetechnologyservicecategorywithinaservice
area5 ServiceStandard Thelistoftechnologyservicestandards
Table 9-15: TRM artifact descriptions
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Thetablebelowdescribesthevariousserviceareasandservicecategories.
Service Area Service Categories
ServiceAccessandDelivery AccessChannels
DeliveryChannels
ServiceRequirements
ServiceTransportServicePlatformandInfrastructure SupportPlatforms
DeliveryServers
SoftwareEngineering
Databases/Storage
Hardware/InfrastructureComponentFramework Security
Presentation/Interface
Programming
DataInterchange
DataManagementServiceInterfaceandIntegration Integration
Interoperability
Interface
Table 9-16: TRM service area and category descriptions
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RelationshipbetweenNEATRMandAgencyTRM
TheNEA TRMdescribes the reference forwhole-of-government technology standards. ByreferencingtheNEATRM,agovernmentagencycanextracttherelevantscopethatisapplicablewithintheagency.TheagencyTRMhastodescribemoredetailtechnologystandardswhereapplicable ifthesearenotdescribeintheNEATRM.Atthesametime,theagencyTRMhasto ensurealignmentwiththeNEATRMintermsofthehigh-levelserviceareasandservicecategories.
BuildingtheAgencyTRM
BelowtablesummarizesthemainactivitiesforbuildingtheagencyTRM.
S/No Activity Artifact / Deliverable
1 DefinetheTRMpurposeordirection TRMpurpose/directionstatement
2 DefinetheTRMprinciples TRMprinciples
3 Define the service areas and servicecategories
Service categories within service areasfortheagency
4 Settheservicestandards Servicestandards(standardprofile)withineachservicecategoryrelevantforagency
5 Documentandreview RevieweddraftTRM
6 Obtaingovernanceapproval ApprovedagencyTRM
Table 9-17: Main activities to build agency TRM
1. Define the TRM purpose or direction
DependingontheactualEAscopeforthegovernmentagency,ithastodefinetheappropri-ateTRMpurposeordirection.ThegovernmentagencycanrefertotheNEATRM’spurposeorgoalstofurtherrefineorlocalizeitspurpose.ItisalsonecessarytorefertotheagencyPRMandincorporaterelevantstrategicgoalsandmeasurementsintotheTRM.Figure9-16belowshowsanexampleoftheTRMpurposeanddirection.
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Figure 9-20: Example TRM purpose
Figure 9-21: Example TRM structure
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2. Define the TRM principles
RefertoNEATRMprinciplestoadoptandadaptforthegovernmentagency’sownTRMprin-ciples.NotethatgoodprincipleswouldaidordirectthesubsequentdevelopmentworkoftheTRM.Asaguide,thereshouldnotbemorethansevenprinciples.
3. Define the service areas and service categories
WithreferencetoNEATRM(seeTable9-17above),analyzeandlocalizetheserviceareasandservicecategories.
Inmostcases,theagencywouldadoptalltheserviceareas,asthesearehigh-leveltechnologyclassifications.However,theagencymayaddorremoveifrequired(thisispossibleifthegov-ernmentagency’sscopeforTRMorEAislimited).
Foreachservicearea,analyzeifthegovernmentagencyrequirestheservicecategories.Simi-larly,theagencymayaddorremoveservicecategoriesifrequired.
Astheserviceareasandinter-connectedwiththeservicecategories,itisrecommendedtodoathoroughreviewforapplicability.
4. Set the service standards
Settingtheservicestandardsrequireresearchandthoroughanalysis.ThegovernmentagencycanrefertoNEATRM’sservicestandardsandadaptthemfortheagency.
Tosettheservicestandards,thefollowingactivitiesarehighlyrecommended:
a.Define‘standard’methodtodefineservicestandards
Firstly, it is necessary to define carefully the standardmethod to set the service standards.TheagencyTRM’sprinciplesmayaffect the service standardsadoptionanddescription.Forexample,ifoneoftheTRMprinciplesisnottousevendor-specifictechnology,thentheservice
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standardcannotdescribe thevendorproductsor technologystandards.On theotherhand,ifthereisnosuchprincipleonvendorproducts,theservicestandardscanrefertobothopenstandardsandvendor-specificproducts.
Itisalsonecessarytodefinethestandardclassificationsuchas:
i.Mandatory–standardsthatshallbecomplied
ii.Recommended–standardsthataregoodtocomplybutnotamust
iii.New–latesttechnologystandardsthatcanbeusedifpossible
iv.Obsolete–standardsthatareoutdatedandshouldbereplaced.
Anotherconsiderationistodescribethestatusandpublishdateofthestandardssothatread-ersknowifthesearenew,revisedoroutdatedstandards.
TheEACoreteamshouldalsoensurethatthesestandardclassificationsarealignwiththecom-pliancemanagementunderContinuousGovernancesection.
Itisalsoa‘standard’practiceistoreferencetheservicestandardstotheofficialorganizationorvendorsourcesuchasISO,IEEEandOASISamongothers.
b.Foreachservicecategory,collectandlistallthenecessarytechnologystandards
Withallthetechnologystandards,ensurethattheyareapplicable.Forrelated,duplicatedorsimilarstandards,theagencyhastodecideifwouldbesimplerandmoreeffectivetocombinethestandardsorseparatethem.
Afterconsolidatingallthestandards,assignthestandardclassificationandofficialsourceofthestandard.
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c.Writetheactualservicestandardsaccordingto‘standard’method
Finally,writetheactualservicestandardsintheformatormethodwhatwasagreed.TheEACoreorworkingteammembershavetoconsidertheabilityforthereadertoquicklysearchandfindtherequiredservicestandards.
Forexamplesofgoodstandards,pleaserefertoISO,IEC,IEEEandOASIS.
5. Document and review
Afterdraftingall thedefinitionsandstandards,documentall therelevant informationintoastructuredinformationbaseontheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherpartytocarryoutafinalreview.
6. Obtain governance approval
Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectorTechnologyArchitectshouldfrontthispre-sentation. From the comments from the committee,make thenecessary changes toobtaintheirfinalapproval.
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10. Stage 6 – Build Current Architecture10.1 Stage summary
Oncetheframeworkandreferencemodelsareestablishedandagreedupon,thegovernmentagencyembarksononeofthemostcriticalstepsinitsEAjourney.ThefocusofthisstageisincapturingthecurrentarchitecturesofthegovernmentagencysothattheagencycanclearlyunderstanditsITandbusinesslandscapes.Thiswouldallowabettervisibilityoftheinterconnectionsamongdifferent architectures and components, and aid in analyzing the agency’s issues,challengesandopportunitiesrelatingtobusiness,information/dataandtechnologies.
TheinformationcapturedandarchitecturescreatedinthisstageincludeBusinessArchitecture,Application Architecture, Data Architecture and Technology Architecture. The governmentagencymaybuildallthecurrentarchitecturesorselectiverelevantarchitecturesdependingonitsEAscopeanddevelopmentstrategy.
10.2 Stage purpose
Thepurposeof thisstage is toanalyzeanddocumentthestatusof thecurrentgovernmentagency’sITandbusinesslandscapes.Theexpectedoutcomesordeliverablesofthisstageare:
1. CurrentBusinessArchitecture
2. CurrentApplicationArchitecture
3. CurrentDataArchitecture
4. CurrentTechnologyArchitecture.
Notethattheabovearerecommendedoutcomes.AgovernmentagencycanhavemoreorlessarchitecturesdependingonitsEAscope,goals,EAframeworkdesignanddevelopmentstrat-egy.Otherexamplesnotlistedaboveincludecurrentsecurityandperformancearchitectures.
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10.3 Stage initiation
Withthecompletionofthepreviousphases,theEACoreTeamandworkingteamshavetoensurethatthefollowingdeliverablesareinplace:
1. PerformanceReferenceModel
2. BusinessReferenceModel
3. ApplicationReferenceModel
4. DataReferenceModel
5. TechnologyReferenceModel.
Again,dependingontheEAscopeanddevelopmentstrategy,thegovernmentagencyhastoensure that the corresponding referencemodels are completed. If thegovernmentagencyintendstobuildallarchitectures,thenitneedsthefiveabovereferencemodels.However,ifthegovernmentagencyisdoingaspecificEAscopesuchasdataandtechnologyconsolidation,thenitneedstohaveatleastthedataandtechnologyreferencemodelsinplace.
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10.4 Key steps in stage 6
Table9-2listthekeyactivitiesandexpecteddeliverablesforstage6.
Stage /
Step NoDescription Deliverable
6 BuildGovernmentAgency’sCurrentAr-chitectures
Government Agency’s RelevantCurrentArchitectures
6.1 CapturecurrentbusinessandITdata GovernmentAgency’sCurrentData
6.2 Analyzeandbuildthebusinessarchitec-turethatdescribesthecurrentbusinessfunctions, sub-business functions, busi-ness processes, business activities andbusinessservices
Government Agency’s CurrentBusinessArchitecture
6.3 Analyzeandbuildtheapplicationarchi-tecture that lists all the current appli-cations (fully automated, partial auto-mated&manual),andtherelationshipsbetween these applications and thebusinessfunctions/processes/services
Government Agency’s CurrentApplicationArchitecture
6.4 Analyzeandbuildthedataarchitecturethatshowsallthecurrentdatausedbythe government agency, the usage ofdata by applications including data ex-changewithinandexternally
Government Agency’s CurrentDataArchitecture
6.5 Analyzeandbuildthetechnologyarchi-tecturethatillustratesthecurrentITin-frastructureusedbythevariousapplica-tions,dataandpeople
Government Agency’s CurrentTechnologyArchitecture
6.6 CurrentArchitectureAnalysis Summary of Improvement Op-portunities
Table 10-1: Stage 6 steps
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10.4.1 Step 6.1 Capture current business and IT data
ThefirstimportantstepistocaptureboththecurrentbusinessandITdatainthegovernmentagency.Currentdataisrequiredtounderstandtheactualrealityoftheagency’sbusinessandITlandscapes.Datahastobeup-to-date,accurateandverified.Itisalwaysbettertohavemoredetaileddatathaninsufficientdata.
Dependingontheagency’sactualEAscopeandobjectives,theEACoreandworkingteamshavetopreparetherelevantmeanstocapturetherequireddata.IftheagencyisdoingtheentireEA,thenithastocaptureinformationaboutthebusiness,applications,data/databasesandinfrastructure.Ontheotherhand,iftheagencyisdoingonlytechnologyarchitecture,thenithastocapturethecurrentITtechnologiesandinfrastructuredata.
However,theteamsmayfacedifficultytoobtainthesupportofthevariouspartiesordivisionsto capture the currentdata.Aspartof changemanagement (please seeContinuousGover-nance–ChangeManagementsection),itisrecommendedtoprovideclearcommunicationstotherelevantdepartments,divisionsorbranchesintheagencyontheneedforEAandthedatacapturingexercise.
Thefollowingaretherecommendedactivitiestocapturecurrentdataintheagency:
S/No Activity
1 Identifydataelementsanddatasourcesrequired
2 Designdatacapturingmethod(s)
3 Designdatacapturingtemplates
4 PresenttoEAGovernanceCommitteeondatacapturingapproach
5 Brieftherelevantparties
6 Capturetherelevantcurrentdata
7 Verifyandupdate
Figure 10-1: Data capturing activities
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1. Identify data elements and data sources required
Thefirstactivityistoidentifyallthedataelementsandtheirrespectivedatasources.TheEACoreandworkingteamscanfirstrefertotheirreferencemodelstodeterminetheminimumreferencetoartifacts.Fromtheseartifacts,identifythemaindataelementsfromcurrentdata-basesandapplicationsystems.Theteamsneedalsotoidentifydatafromphysicalsourcessuchasforms,catalogues,websites,etc.
Thetablebelowprovidesexamplesourcesofcapturingdata.
Current
ArchitecturePossible Data Sources
Business
Architecture
1. Organizationchart
2. Agencyrolesandfunctionaldescriptions
3. Listofbusinessprocesses
4. Servicecatalogue(ifany)Application
Architecture
1. Applicationsystemscatalogue(ifany);elselistofallapplicationsys-temsincludingapplicationownersandapplicationsystemsstatus
2. ListofapplicationfunctionsDataArchitecture 1. Databasemanagementsystem(DBMS)forallthedatabases
2. Databaseordataschemadiagrams
3. Listofdataexchanges(externalandinternal)
4. Datamodel(ifany)
5. Databasecatalogue(ifany)
6. Dataflowdiagrams(ifany)
7. Datadictionary(ifany)Technology
Architecture
1. Hardwarecatalogue
2. Softwarecatalogue
3. Softwarelicenseagreements
4. Networkarchitecturediagrams
5. Datacenterlayoutdiagrams
6. Storageinformation(includingback-ups)
Table 10-2: Example of possible data sources
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2. Design data capturing method(s)
Havingidentifiedthedataelementsandthedatasources,thenextactivityistoanalyzetode-terminewhatdataisunavailable.Mostofthedatashouldbeavailableinthecurrentsystemssomewhereinthegovernmentagency.Itisimportanttodesignamethod(s)tocaptureallthesedataintoonerepositorysothatthedatacanbeanalyzedlaterinthisandsubsequentstages.
Fordataunavailableornotupdated,theteamsmaydesigndatacapturingmethodssuchasquestionnaire,dataspreadsheetandevenonlinedatainputscreens.
3. Design data capturing templates
TheEACoreandworkingteamshavetodesignthemaintemplatestocapturethedata.Al-thoughdifferentarchitecturesrequiredifferentdata, theteamsmayconsiderdoingan inte-grateddatacapturingexercisesothateverydataelementiscapturedonce.Thisisanexcellentexercisefortheteamstostartthinkingthroughthedatarequiredforthevariousarchitectures.Thedatacapturingtemplatescanbeonspreadsheetoronlinescreen.
4. Present to EA Governance Committee on data capturing approach
ThisisoneofthecrucialstagesintheEAjourney.Itisnecessaryandimportanttocapturealltherightamountdataaboutthegovernmentagency.PresentthedatacapturingapproachtotheEAGovernanceCommitteesothattheyunderstandtheimportance.Inaddition,theEAGover-nanceCommitteecanprovideappropriatedirectionsandensurerelevantpartiesordivisionsintheagencywillsupportthedatacapturingexercise.
5. Brief relevant parties
Aspartofchangemanagement,informtherelevantpartiesordivisionsabouttheEAandinpar-ticularaboutthedatacapturingexercise.Thisbriefingaimstogetthesupportoftherelevantpartiesordivisions.ThebriefingisagoodopportunitytohelpthespreadthemessageabouttheEAbenefits.
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6. Capture the relevant current data
Requestforspecificpersonstobeinvolvedinthedatacapturingexercise.Briefthemthedetailsofdatacapturing.Providealltherelevantdatacapturingtemplatesandguidancetotherelevantpartiesordivisions.TheEACoreandworkingteams,whererequired,shouldcloselyhelpthosewhoarecapturingthecurrentdata.
7. Verify and update
Verifyallthedatacaptured.TheEACoreandworkingteamsmayneedtimetoverifyandupdatethesedataifrequired.Itisrecommendedthatdatasourceownersreviewthesedatacaptured.Thedatacapturedwillbeusedinthenextsteps.
10.4.2 Step 6.2 Analyze and build current business architecture
Inthepreviousstage,theteamhasbuiltordocumenttheagency’sBusinessReferenceModel(BRM)basedontheNEABusinessReferenceModel.Thegovernmentagency’sBRMwillbeuseasthemaindocumenttobuildthecurrentBusinessArchitecture(BA).
ThecurrentBAreflectstheactualbusinessaccountabilities,roles,functions,processesandser-vicesofthegovernmentagency.ThecurrentBAisusefultounderstandthevariousinter-agen-cyrelationshipsandthedetailedinternalbusinesscomplexityaffectingtheagency’sdivisions,branchesanddepartments.
RelationshipbetweenAgencyBAandAgencyBRM
Inthepreviousstage,theteamhasdevelopedtheagencyBRMbasedonNEATRM.Thus,nowisthetimetoreferencetheagencyBRMtobuildtheBA.
Inessence,theBAisderivefromtheagencyBRM.Themaindifference,however,isthemani-festationofthevariousartifactsordeliverablestoreflectaccuratelythecurrentstateinthegovernmentagency.Inshort,theBAhasmoredetailstodepicttheactualbusinessscenariosofthegovernmentagency.
ThefigurebelowshowsthedifferencebetweentheBRMandBA.Asmoredataanddetailsarerequired,therewillalsobeadditionalartifactsashighlightedinred.
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Figure 10-2: Difference between BRM and BA
RelationshipsamongAgencyBAandotherarchitectures
Table10-13summarizestheagencyBArelationshipswithothercurrentarchitectures.
Other Current Architectures
BA Relationship
AA BAdrivestherequirementsforITapplicationstoimproveagencyper-formance,productivityandcustomerservice
DA BArequiresdataandinformationfordecisionmakingandefficientop-erations
TA BAprovidestherequirementsfororganizationefficiencyandeffectivenessthroughtechnologiessuchasofficeautomationandpersonaldigitaldevices.
Table 10-3: BA relationship with other architectures
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ThefigurebelowshowstherelationshipsamongBAartifactsandtherelationshipswithartifactsfromotherarchitectures.
Figure 10-3: BA artifacts’ relationship diagram
DescriptionabouttheAgencyBA
Oncompletion,thecurrentBAwilldepictthecurrentbusinesslandscapeofthegovernmentagency.SincetheBAisanexpansionoftheagencyBRM,thefollowingaretheartifactsorde-liverables.Notethattherearethreeadditionalartifactsordeliverables.Collectively,theywillprovideacomprehensivedescriptionofthecurrentBA.
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S/No Artifact / Deliverable Description
1 Purpose/Direction ThepurposeofBA
2 BAPrinciples ThearchitecturalprinciplesofBA
3 BusinessAreas(BRM) Themainbusinessareasfortheagency
4 LinesofBusiness(BRM) Themain LoBs(Line of Business) for the agencywithinthebusinessareas
5 BusinessFunctions(BRM) ThekeybusinessfunctiondescriptionswithinLoBs
6 Sub-BusinessFunctions(BRM) The sub-business function descriptions withineachbusinessfunction
7 BusinessProcesses The list of business process descriptions withineachsub-businessfunction
8 OrganizationChart Thecurrentorganizationchartfortheagency
9 ServiceCatalogue Thecurrentlistofbusinessservices
Table 10-4: BA artifact descriptions
BuildingtheAgencyBA
BelowtablesummarizesthemainactivitiesforbuildingtheagencyBA.
S/No Activity Artifact / Deliverable
1 DefinetheBApurposeordirection BApurpose/directionstatement
2 DefinetheBAprinciples BAprinciples
3 Documenttheorganizationinformation Organizationchart
4 Definethebusinessfunctions(BRM) Reviewed/updatedbusinessareas,LoBs,businessfunctionsandcreatedsub-busi-nessfunctions
5 Definethebusinessprocesses Listofbusinessprocessesfortheagency
6 Documenttheservicecatalogue Servicecatalogue
7 Documentandreview RevieweddraftcurrentBA
8 Obtaingovernanceapproval ApprovedagencycurrentBA
Table 10-5: Activities to build BA
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1. Define the BA purpose or direction
TheTAandTRMpurposesarealike.ThedifferenceisthattheTApurposecanshowactualout-comesdirectly.ReviewtheTRMpurpose,amendanddefinetheTApurposeordirection.
2. Define BA principles
TheBAandBRMprinciplesaresimilar.TheslightdifferenceisthattheBAhastodescribemoreorganizationalandservicesinformation.Hence,itisnecessarytoreviewtheBRMprinciplesandmaymakeminorchangesoradditionsinparticularaboutaddressingmoreservice-orientationforthegovernmentagency.
3. Document the organization information
This step is simply todocument themainorganizational informationabout thegovernmentagency.Thishelpsinensuringalignmentwithgovernmentagency’sprimarypurposeandac-countability.
Themain information tobe captured are theorganization chart, and itsmission and visionstatements.Otherinformationsuchasbroadstrategiesandgoalsofthegovernmentagencyareoptionalitems.
NotethatiftheinformationarealreadyavailableintheBRM,thentheEACoreteamhastosimplyverifyandupdatethem.Ifitisnotavailable,thentheinformationhavetobeofficiallysourcedanddocumented.Typically,theorganizationalinformationshouldbeavailableonof-ficialwebsites.Figure10-3isanexampleofanorganizationchart,whileTable10-5liststhemainattributesofanorganization.
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Figure 10-4: Organizational chart example
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Property DescriptionRelationship with national meta model
Name
Anorganizational unit is any functional unit like Corporate/department/sectionthatcollectivelyexecutesthebusinessfunctions.
ItisalsousetorepresentanyexternalentitiessuchasGovernmentAgencies,Ministries,AuthoritiesandCouncils.
ItcouldalsorepresentacollaborationofmultipleOrganizationUnits(likecommitteesandprograms)
-
Description Thegovernmentagency’smainmission,visionorrole -
Type Thegovernmenttypesuchasministry,authority,council,center,program,etc. -
HierarchyLevel Thedifferentorganizationallevelsinthegovernmentagency -
ChildUnitsAgrouporunitofstaffreportingtoahigher levelsupervisoryunitordepartment
-
Location Theactuallocationsuchascityortownnames -
HasPositions Thenumberofpositionsinthesamehierarchy -
OwnedBusinessfunction
Thebusinessfunctionsownedbyadepartmentorunit -
OwnedBusinessServices
Thebusinessservicesownedbyadepartmentorunit -
Table 10-6: The properties of organization chart
4. Define the business functions(BRM)
Inthisstep,theEACoreteamandworkingteamshavetoanalyzeanddocument importantarchitectureelements together–BusinessAreas, LoBs,Business functionsandsub-businessfunctions. It is highly recommended that the teammemberwith themost experience andknowledge intheSaudigovernmentroles, functionsandprocesses leadthisexercise.Figure10-4illustratestherelationshipsamongthevariouselementsinBA.
ReviewthebusinessareasintheBRM.Ensurethatthecurrentbusinessareasidentifiedarestillrelevant.Theteammembersmaywanttocheckifthereaddednewaccountabilitiesor
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responsibilitiesforthegovernmentagencymentionedthroughroyaldecreesorgovernmentofficialannouncementsasthesemayaffectthisreviewprocess.
Foreachbusinessarea,reviewalltherelevantLoBsthatthegovernmentagencyisresponsible.Refertothegovernmentagency’sBRM.EnsureandverifythatthelistofLoBsintheBRMarecorrect.NotethatnearlyallgovernmentagencieswouldhaveLoBsindifferentbusinessareas.ItisimportantthattheteamcomballtheLoBsintheNEABRMasaverificationexercise.
ForeachLoB,theEACoreteamandworkingteamshavetodocumentallthebusinessfunctionswithintherespectiveLoBs.WhiletheBRMmaylistsomeofthesebusinessfunctions,theteamhastoverifyandaddothermissingbusinessfunctionsifany.Thisexercisewouldensurethatallthegovernmentfunctionsaredocumented–bothprimaryandsecondary.Asaguidetoverifythebusinessfunctions,theteamcanreviewthetop4levelsoftheorganizationchartinclud-ingallthedivisionsanddepartments.Itisanormtohavearangebetween10and30businessfunctionsforagovernmentagency.
Withineachbusinessfunction,theteamnowhastoanalyzeandlistallthesub-businessfunc-tions.Thesearefinergraindescriptionsaboutthebusinessfunction.Abusinessfunctionnor-mallyhas2ormoresub-businessfunctions.Theteamcanreviewtheorganizationchartasaguide-especiallyatlevels5andlowerwherealltheunits,branchesandteamsaredefine.Agovernmentagencytypicallyhas40to100sub-businessfunctions.Documentallthebusinessfunctionsandsub-businessfunctionsintheexampleformatbelow.
Figure 10-5: Business area, LoB, business function and sub-business function diagram example
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Property DescriptionRelationship with national meta model
Name Thenameofbusinessfunction -
Description Thedetaildescriptionofthisfunction -
LevelThe levelof relevantbusiness functionsuchas area,LOB,function,andsub-function
-
UpperfunctionThe related upper function’s name. ‘Sub-function’shouldberelatedwithoneof‘function’
-
Figure 10-6: The properties of business function description
5. Define the business processes
Havingdocumentedallthebusinessandsub-businessfunctions,theEACoreteamandworkingteamshavetoworkwiththebusinessownerorrepresentativestoanalyzeandtodocumentallthebusinessprocesseswithineachsub-businessfunction.NotethattheNEAandgovernmentagency’sBRMdonothavethislistofbusinessprocesses.
Althoughthisisatedioustask,itisimportanttodocumentallthebusinessprocessessothatthegovernmentagencycanvisualizeandidentifyareasofimprovementstothevariousbusinessfunctionsandsub-functions.Thistaskisalsonecessarytofacilitatethediscoveryofpotentialprocessesthatcanbeimprovedorre-engineeredtoimprovethesub-businessfunctionorbusi-nessfunctionasawhole.Thesebusinessprocessimprovementsaidtheagency’se-Governmenttransformationjourney.Itishighlyrecommendedthatthedepartmentsorbranchesresponsi-bleforthesesub-businessfunctionsdedicatestafftoworkwiththeEACoreandworkingteams.
Forastart,theEACoreandworkingteamshavetounderstandandagreeonthefollowingim-portantdefinitions:
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a. Asub-businessfunctionnormallyhastwoormorebusinessprocesses
b.Abusinessprocessconsistsofaseriesofbusinessactivitiescarryouttoperformaspecificbusinessoutcome;ithasoneormoreinputsandoneormoreoutputs
c. Thebusinessprocesses,ifautomated,aresupportedbyoneormoreITapplications.
Figure10-6showstheinformationaboutasub-businessfunction.
Figure 10-7: Contents of a sub-business function
Figure 10-7 shows themain information about a sub-business functionusing oneofMOE’sexamples.Notethatthisisforillustrativepurposeonlyanddoesnotcontainthefullupdatedinformation. In this example, the sub-business functionof LicensingManagementhas fourbusinessprocesses.
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Figure 10-8: MOE’s sub-business function & business process relationship
Documentthesub-businessfunctionanditsprocessesasshowninthetablesbelow.
Attribute Description
Sub-BusinessFunctionID B.1.3
Sub-BusinessFunctionName LicensingManagement
Sub-BusinessFunctionDescription Manage the issuance, update and revoke of privateschoollicense
Input • CompanyRegistrationID
• Paymentbyrequestor
Output PrivateSchoolOperatingCertificate
ApplicationSystems • LicensingPortalSystem
• PrivateSchoolsManagementSystem
• NationalSharedPaymentSystem
Table 10-7: Example of sub-business function description
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Process ID
Process Name
Process De-scription
Process Owner Input Output
B.1.3-1 ManageLicensingRules
Manageandupdatethevariousrules/conditionsrelatingtotheoperatingprivateschools
LicensingManagementDirector
Updatesfromministries;royaldecrees
Updatedsetofrules
B.1.3-2 Register&MaintainPrivateSchoolsList
Create and Update listofprivateschools
LicensingManagementDirector
Updated set ofrules
UpdatedPrivateSchoolsList
B.1.3-3 ProcessRequestfornew,updateorterminate
Reviewandap-proveorrejecttherequestforanew/update/terminateprivateschool
LicensingManagementDirector
Request Approvedrequest
B.1.3-4 IssueorRevokeLicense
Printandissuephysi-callicense;
Removeandrevokephysicallicense
LicensingManagementDirector
Approvedrequest
Newlicenseorrevokelicense
Table 10-8: Business process description example
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Documentalltheactivitieswithineachprocess.Thetablebelowisanexampleof
theactivitiesunder‘ProcessNewRequestforPrivateSchool’i.e.B.1.3-3.
Activity ID
Activity Name
Activity De-scription
Activity Owner Input Output
B.1.3-3-1 Validaterequest Checkallrelevantinformationinrequest
PrivateSchoolsLicensingOfficer
Requestform Nil
B.1.3-3-2 Verifyrequest Verifyrequestisvalidandcorrect
PrivateSchoolsLicensingOfficer
Requestform Nil
B.1.3-3-3 Checkforsimi-larschool
Ensurethattheproposedschoolnameisnotinuse
PrivateSchoolsLicensingOfficer
Requestform Nil
B.1.3-3-4 Checkowner’srecords
Carryoutdetailedfinancialandcriminalchecksonowner(s)
PrivateSchoolsLicensingOfficer
Proposed owner’snationalID
Proposed owner’sstatus
B.1.3-3-5 Checkcurricu-lumcompliance
Checkforcompliancetonationalcurriculum
CurriculumEdu-cationOfficer
Proposed curriculumplan
Curriculumcompliancestatus
B.1.3-3-6 Conductphysi-calcheck
Checkproposedprivateschoolenvironment
PrivateSchoolsLicensingOfficer
Proposed sitelocationinformation
Physicallocationstatus
B.1.3-3-7 Decideonrequest
Decidetoapproveorreject PrivateSchoolsLicensingOfficer
Outputsfrompreviousactivities
Decision
Table 10-9: Business activity description example
Inadditiontotheactivitydescriptionabove,itishighlyrecommendedtodepicttheprocessandactivitiesinaprocessmap.Figure10-8isanexampleprocessmap.
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Figure 10-9: Business process map example
6. Document the service catalogue
Fromthelistofbusinessprocessesandactivities,theEACoreandworkingteamscananalyzejointlywith the sub-business functionownerandprocessowners todocument the servicesofferedtocitizens(G2C),businesses(G2B),employees(G2E)andothergovernmentagencies(G2G).Aspartofthecurrentbusinessarchitecture, it is importanttoknowwhatservices(eitherelectronicormanual)areofferedwithineachsub-businessfunction.Thiswouldaidthegovernmentagencytoidentifyareasforbusinessorservicetransformation.
Typically,asetofbusinessprocesseswillformonedistinctserviceofferingbythegovernmentagency.Withinasub-businessfunction,therecanbeoneormoresetsofrelatedbusinessprocesses,henceoneormoreservices.
Itiscommonmistaketoequatebusinessprocessestothedeliveryofservices,i.e.itisamistaketo equateonebusiness process =one service. Sometimes, evendetailedbusiness activitiesareregardedasservices(forexample,abusinessprocessmayhave5activitiesthatproduceso-called5services).Alwaysviewaservicefromthecustomer’sperspective,i.e.outcomethathasavaluetothecustomer.Businessprocessandactivitiesonhowtocarryouttheserviceisofnoconcerntothecustomer,althoughitismajorconcernforthebusinessorfunctionowner.
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Analyzethebusinessprocessesanddocumenttheservicesasfollows:
a. Usingthebusinessprocessmaps,identifyanyserviceofferedforeachbusinessprocess(i.e.outputtoastakeholderorcustomerisusuallyaservice)
b.Documenttheserviceaccordingtoitscategorization(pleaseseeTable10-9).Ensurethattheformatissameorsimilar,astheservicedetailsarerequiredtoconsolidatefortheNationalSaudiGovernmentServiceCatalogue.Table10-10showsanexampleservicecatalogue
c. Analyzetoremoveduplicateservicesacrossdifferentbusinessprocesses.
Property DescriptionRelationship with national meta model
Service ID
UniqueserviceidentifierBusinessservice(SRS)
BusinessService Name
NameofthebusinessserviceBusinessservice(SRS)
BusinessServiceDescription
DescriptionofthebusinessserviceBusinessservice(SRS)
Service TypeBasedonConsumer
Categoryofthebusinessservice,i.e.G2C,G2B,G2GorG2EBusinessservice(SRS)
ServiceTypebasedOnGranularity
MainServiceorSubServiceBusinessservice(SRS)
ServiceMaturity MaturityofService-Informative,Transactionaletc..Businessservice(SRS)
ServiceDeliveryChannelModeoftheservicedeliverysuchasmanual,online,kioskorcombination
Businessservice(SRS)
ServiceLocation LocationoftheServicebeingdelivered.Businessservice(SRS)
Service Owner
NameordesignationoftheserviceownerBusinessservice(SRS)
ServiceFees TheamountchargedfromconsumersoftheserviceBusinessservice(SRS)
ServiceOutputOutputsattheendoftheservicesuchasdocuments,reportsandupdatedinformation
Businessservice(SRS)
Pre-Requisite MandatoryrequirementorconditionbeforetheservicecanstartBusinessservice(SRS)
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Property DescriptionRelationship with national meta model
ServiceRequirements SupportingdocumentsrequiredtousetheserviceBusinessservice(SRS)
BusinessProcessAf-fected
Zero,oneormoreservicesaffectedbythisbusinessprocess;theaffectedservicesidentifiedbytheiruniqueServiceID
Businessservice(SRS)
DataDependency DatarequiredfromotheragenciestoexecutetheserviceBusinessservice(SRS)
ServiceLinkageIsthisserviceutilizedbyotheragenciestoexecutetheirownservices
Businessservice(SRS)
ServicingTimeTimerequiredtodelivertheservicetoconsumerfromservicerequesttothelogicalend.
Businessservice(SRS)
Table 10-10: The properties of service catalogue
UsingtheMOE’sexample,thereare2servicesrenderedundertheLicensingManagementasshowninthetablebelow.
Service
ID
Business Service Name
Business Service Description
Service
Category
Service
Owner
Service Output
Pre-Requisite Service
Mode
Business Process Affected
B.1.1 SearchforPrivateSchool(e.g.byschoolname)
AllowspublictosearchaprivateschoolinKSA.Detailsincludethelocationoftheschool,schoolcontactinformationandthebasicteach-ingcurriculum
G2C/
G2B
LicensingManage-ment Director
PrivateSchooldetails
Nil Online B.1.3.1
B.1.2 Registerand Update PrivateSchool
Registernewprivateschools,updateinfor-mationaboutprivateschoolsandtheremovalofprivateschools.Thisserviceincludestheissueofprivateschooloperat-inglicense
G2B LicensingManage-ment Director
PrivateSchoolOperatingLicense
CompanyRegis-trationNumber,Priorpaymentforservices
Onlinewithmanualchecksand ap-proval
B.1.3.1,
B.1.3.2,
B.1.3.3,
B.1.3.4
Table 10-11: Service catalogue example
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7. Document and review
Documentalltheaboveinformationaccordingtotheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherparty(especiallythebusinessownerandbusinessteams)tocarryoutafinalreview.
8. Obtain Governance Approval
Withthecompletionoftheabovedeliverables,presenttotheEAGovernanceCommittee.TheChiefArchitectorBusinessArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
10.4.3 Step 6.3 Analyze and build current application architecture
Applicationarchitecture(AA)representsafocalpointforagovernmentagency’sITapplications. Itdefineshowwhatapplicationsareavailable,howtheysupportthebusinessandwhotheusersare.Applicationarchitecturewilldirectlyhelp inaligningthegovernmentagencybusinessprocessestoapplicationsystemsthatsupportthem.
Theobjectiveofcurrentapplicationarchitectureistodescribetheapplicationsystems&theirrelationshipsthatarecurrentlyinusebythevariousbusinessfunctions.Byunderstandingthiscurrent reality, it givesmanyopportunities tofindareas forbusinessautomation, removeapplicationduplicationsandimproveintegrationforbothbusinessandapplicationsystems.
RelationshipbetweenAgencyAAandAgencyARM
Inthepreviousstage,theteamhasdevelopedtheagencyARMbasedonNEAARM.Thus,nowisthetimetoreferencetheagencyARMtobuildtheAA.
TheagencyAAshowsthecurrentrealitybasedonthemainartifactsofARM.Itdescribesthevarious artifacts or deliverables that reflect accurately the current state in the governmentagency in termsofapplicationsystems. Inshort, theAAhasmoredetails thantheARMtodepicttheactualapplicationsystemscenariosofthegovernmentagency.
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ThefigurebelowshowsthedifferencebetweentheARMandAA.Asmoredataanddetailsarerequired,therewillalsobeadditionalartifactsashighlightedinred.
Figure 10-10: Difference between ARM and AA
RelationshipsamongAgencyAAandotherarchitectures
Table10-9summarizestheagencyBArelationshipswithothercurrentarchitectures.
Other Current Architectures AA Relationship
BA AAprovidesapplicationsystemstothevariousbusinessfunctionsinthegovernmentagency
DA AArequiresdatamodelanddataelements tobeuse fordecisionmakingandefficientoperations
TA AAprovidestherequirementsfortechnologiestosupportthehostingandusageofapplicationsystems
Table 10-12: AA relationship with other architectures
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ThefigurebelowshowstherelationshipsamongAAartifactsandtherelationshipswithartifactsfromotherarchitectures.
Figure 10-11: AA artifacts’ relationship diagram
DescriptionabouttheAgencyAA
Oncompletion,thecurrentAAwilldepictthecurrentapplicationlandscapeofthegovernment agency.SincetheAAisanexpansionoftheagencyARM,itprovidesacatalogueofcurrentapplications.TheapplicationcatalogueandthreeotheradditionalartifactsordeliverablesprovideacomprehensivedescriptionofthecurrentAA.
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S/No Artifact / Deliverable Description
1 Purpose/Direction ThepurposeofAA
2 AAPrinciples ThearchitecturalprinciplesofAA
3 ApplicationSystems(ARM) Themainapplicationsystemsfortheagency
4 ApplicationComponents(ARM)
Thekeyapplicationcomponentsfortheagency
5 ApplicationInterfaces(ARM) Themainapplicationinterfacesfortheagency
6 ApplicationCatalogue Thelistofapplicationsandtheirattributes
7 ApplicationFunctions Thedescriptionabouttheapplicationfunctions
8 ApplicationRelationships Thedescriptionabouttheapplicationrelationships
9 ApplicationOverview Theoverviewdescriptionoftheapplicationsystems
Table 10-13: AA artifact descriptions
BuildingtheAgencyAA
BelowtablesummarizesthemainactivitiesforbuildingtheagencyAA.
S/No Activity Artifact / Deliverable
1 DefinetheAApurposeordirection AApurpose/directionstatement
2 DefinetheAAprinciples AAprinciples
3 Reviewapplicationsystems,applicationcomponentsandapplicationinterfaces(ARM)
Reviewed/updatedapplicationsystems,application components and applicationinterfaces
4 Documenttheapplicationoverview Applicationoverview
5 Documenttheapplicationcatalogue Applicationcatalogue
6 Documenttheapplicationfunctions Applicationfunctions
7 Documenttheapplicationrelationships Applicationrelationships
8 Documentandreview RevieweddraftcurrentAA
9 Obtaingovernanceapproval ApprovedagencycurrentAA
Table 10-14: Activities to build AA
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1. Define the AA purpose or direction
WhiletheagencyARMprovidesagoodreferencetothelogicalpartsofthevariousapplications,thepurposeordirectionoftheagencyAAwoulddescribehowtheseapplicationsystemscouldactuallysupportthebusiness.ReviewtheARMpurpose,amendanddefinetheAApurposeordirection.
2. Define AA principles
TheAAandARMprinciplesaresimilar.TheslightdifferenceisthattheAAhastodescribethedetailsoftheapplicationsystems,componentsand interfaces. Inaddition,theAAprincipleshavetoaddressabouttheapplicationdevelopmentissuesandprocesses.Hence,itisnecessarytoreviewtheagencyARMprinciplesandmakeminorthenecessarychangesoradditions.
3. Review application systems, application components and application
interfaces (ARM)
FromtheARM,reviewtheapplicationsystems,componentsandinterfaces.Thesehavebeendefinetoguidetheagencyintheapplicationdevelopment.Simplyreviewalltheseandmakethenecessaryadditions,amendmentsanddeletions.
4. Document the application overview
Thepurposeofapplicationoverviewistoillustrateahigh-levelrepresentationofallthecurrentapplicationswithintheagency.Theapplicationoverviewshouldincludeatleastthefollowingdetails:
Attribute DescriptionRelationship with
national meta model
ApplicationName Theinternalnameoftheapplication Applicationsystem(Name)
CategoryNameAlogicalgroupoftheapplications.Itcanbebasedonanylogicalgroupingsuchasbeingcorebusinessapplicationsorsupportingapplications
-
Table 10-15: The properties of application overview
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Figure 10-12: Application overview example
5. Document the application catalogue
Fromtheapplicationsystems,componentsandinterfacesreviewed,theEACoreandworkingteamscansimplydefineanddocumentalltheseinformationintoastructuredapplicationcata-logue.Withthisapplicationcatalogue,itiseasyandfasttofindallthenecessaryinformationaboutthevariouscurrentapplicationsintheagency.
Thepurposeofthisviewpointistodescribethecontextualelementsoftheapplicationsuchas theapplicationmodules,applicationservices,developmenttype,maintenancecost,etc.Ap-plicationcatalogueisusetoidentifyalistofallthecurrentapplicationswiththeirdetailsintheagency.Thisviewshouldincludeatleastthefollowingattributes:
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Property DescriptionRelationship with
national meta model
ApplicationName Theinternalnameoftheapplication Applicationsystem(Name)
ApplicationDescription Somedetailsabouttheapplication Applicationsystem(Purpose)
ApplicationType Corebusinessapplicationorsupport -Businessfunction Listofbusinessfunctionsupportedby
application-
BusinessOwner TheBusinessunitowningtheapplication -
DevelopmentType Externallydeveloped,In-house,out-sourced,commercialofftheshelf,etc.
Applicationsystem(Introductionmethod)
Vendor Thenameoftheapplication’svendor -Version Application’sversion -Environment Test,production,development -NumberofLicenses Thenumberoftheuserlicensesofthe
application-
Developmentlanguage Microsoft.Net,EclipseJavaEE,OracleForms.etc.
Applicationsystem(Developmentlanguage)
RelatedDatabase Thenameoftherelateddatabase -HostedServerName/IP ThenameorIPaddressoftheserver
hostedtheapplication-
LaunchDate Thedateinwhichtheapplicationbe-cameinproduction
-
RetirementDate Thedatethattheapplicationhasbeen/willberetired
-
Totalcost Thetotalcostoftheapplication Applicationsystem(Totaldevelop-mentcost)
MaintenanceCost Theannualmaintenancecostoftheapplication
Applicationsystem(Annualmain-tenancecost)
Table 10-16: The properties of application catalogue
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Belowisoneexampleentryofanapplicationcatalogue.
Application Attribute Description
ApplicationName Training
Application Descrip-tion
This application is used for training registration (In-service TrainingandPreServiceTraining)
ApplicationType Corebusinessapplication
BusinessService AdmissionandRegistrationforIn-ServiceTraining
AdmissionandRegistrationforPreparatoryTrainingBusinessOwner AdminandRegistrationdepartment
DevelopmentType In-housedeveloped
Vendor Oracle
Version Developer6i
Environment Inproduction
NumberofLicenses N/A
Development lan-guage
OracleForms.
RelatedDatabase Hopd5
HostedServerName/IP
Training_Srv/10.10.10.5
LaunchDate 11/05/2010
RetirementDate 11/05/2016
Totalcost 3.510000SAR
MaintenanceCost 860000SAR
Table 10-17: Application catalogue example
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6. Document the application functions
Thepurposeofapplicationfunctionsistoidentifyanddescribethefunctions(activities)per-formedbythesystemsinordertodepicttherelationshipbetweenapplicationsandbusinessfunctionswithintheagency.Thisviewisusefulwhenidentifyingtheapplicationsystemsusedbyaparticularbusinessfunction.Italsoallowstheidentificationofduplicatedsystemfunctionsamongapplications.Hence,itallowsanalysisofduplicatedbusinessfunctionsorduplicatedap-plicationsystems.Theapplicationfunctionsshouldincludeatleastthefollowingdetails:
Property DescriptionRelationship with national meta model
ApplicationName TheinternalnameoftheapplicationsystemApplicationsystem(Name)
Module/SubModuleName
Amodule/submoduleisasoftwarecomponentorpartofaprogramandinanenterprise-levelsoftwareapplicationmaycontainseveraldifferentmodules,andeachmoduleservesuniqueandseparatebusinessoperations
-
FunctionDescrip-tion
Thedescriptionofthemainfunctionoftheapplication/module/submodule
-
Table 10-18: The properties of application function
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Thetablebelowisanexampleofanapplicationfunctiondescription.
S/
No
Application
NameModule Name Sub Module Name Function Description
1 Training Traineesystem N/A RegistrationforTraining(In-serviceTrainingandPreServiceTraining)
2 PlanningandDevelopment
ScholarshipSystem
N/A Supportfacultymemberstogethighereducation(MasterandPh.D.).Alldetailsoffacultymemberwhoaregoingforhigherstudy,theirscholarshipetc.arecapturedinthissystem
PlanningSystem N/A Planannualactivitiesoftheorganization
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S/
No
Application
NameModule Name Sub Module Name Function Description
3 Business
HumanResources
JobPositioning Classifiestheorganizationjobtitlesandmanagesalltransactions
HumanResources PersonnelSystem Managesallemployeetransactions(employment,promotionsetc.)
HumanResources Evaluationsystem Evaluatesemployeeperformance
HumanResources Payrollsystem Processesallpayrollandfinancialclaimsmadebyemployees
HumanResources Delegation&Banking Controllingallbankingtransfers
HumanResources Vacationssystem Manageandarchiveallkindsofvacations(normal,emergency,sickvacation)
HumanResources Housingsystem ManagingallCampusfacilities
HumanResources GeneralQuery&statistics
Onthebasisofqueryanddata,itproducesadashboardtothedecisionmakers
HumanResources Cooperativestaff KeepallinformationofCooperative/Supportstaff
HumanResources OrganizationSocialcommittee
Managingallfinancialactivitiesoftheorganizationsocialcom-mittee
HumanResources Residencysystem Followingupallhousingresidencyproceduressuchasrenew-ing,exit&returnforms
StockControlSystem
Purchasing Controllingallgoodsrequisitionsfromtheorganizationdepartments,verifiestherequest,askingforvendorsquotations,andcompletingpurchasecycle
StockControlSystem
Inventory Managingallinventoryitemsstockoftheorganization
StockControlSystem
StockControl ControlallpurchasingandinventoryproceduresofIPA
StockControlSystem
MaterialsAssignment
FollowingupallIPAproperties/materialswhichareassignedtoemployeesordepartments
StockControlSystem
Recruitingsystem Recruitnewemployeesbyconductingentranceexaminationsforacademicandnon-academicjobs.Alsoacceptallonlineapplicationssubmittedbycandidates.
ArchivingSystemforinternal
Document
N/A ThesystemisusedforindexingandscanningallIPAinternaldocuments
AccountingSystem N/A GovernmentAccountingsystem
CommunicationSystemforincom-ingletters
N/A Thesystemisusedforincominglettersfromotherorganization.,Thesystemisusedforindexingandscanningofletters/docu-ments
Table 10-19: Application function example
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7. Document the application relationships
Thepurposeofapplicationrelationshipistodefinerelationshipsamongdifferentapplications(internalorexternal)inordertounderstandthedegreeofinteractionandthedataexchangeamongtheseapplications.Thisviewshouldincludethedetailsinthetablebelow.
Property DescriptionRelationship with national meta model
ApplicationName TheinternalnameoftheapplicationApplicationsystem(Name)
InteractingApplicationThenameoftheinteractedapplicationwiththefirstapplication
IntegrationObjective Thepurposeoftheintegration
InterfaceName/TypeThedetailsoftheIntegrationInterfacebetweenthetwoapplications
DataEntityThenameofthedataentityexchangedbetweentheapplications
Data(Name)
FlowDirectionoftherelationship(unidirectionalorbidirec-tional)
Frequency Thefrequencyofexchangingdatathroughtheinterface
ConnectivityTypeThetypeofnetworkconnectivitybetweenthetwoapplications:Internet,LAN,Offline,etc.
Table 10-20: The properties of application relationship
Belowisanexampleofapplicationrelationshipdescriptionofthecurrentinternalapplicationintegrationdetails.
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S/No
Application Name
Interacting Application
Integration Objective
Interface Name /
Type
Data Entity
Flow FrequencyConnectivity
Type
BusinessAllApplica-tion
Employeeinfo N/AEm-ployeeData
Out Daily LAN
Training BusinessTotransfermoneytostudent
N/AStudent Data
Out Daily LAN
TrainingPlanningandDevelopment
Infoabouttraininglikehowmanytrainingconducted,seminars,etc.
N/A N/A Out Daily LAN
ConsultationPlanningAndDevelopment
Infoaboutconsultationandstatistics
N/A N/A Out Daily LAN
Table 10-21: Application relationship example
8. Document and review
With the completion of the various application documentation, consolidate them into onestructureddocumentaccordingtotheagencydocumentationstandards.Carryoutaninternalreviewtoverifyallthedataandartifacts.Itisalsorecommendedthatanexternalorthirdparty(forexampleapplicationowners)carryoutanotherreview.Basedontheirfeedback,makethenecessaryimprovements.
9. Obtain governance approval
Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presentittotheEAGovernanceCommittee.TheChiefArchitectorApplicationArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
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10.4.4 Step 6.4 Analyze and build current data architecture
Theobjectiveofthecurrentdataarchitecture(DA)istodescribethedataentitiesandstructures usedbythebusinessservicesandbusinessapplications.Thedataarchitecturedescribeshowdataisprocessed,stored,andutilizedinthegovernmentagency.Thedataarchitectureisacrucialcomponentinestablishinganoveralladaptiveenvironmentthatenhancesandfacilitatesdatasharingacrosstheagency.
RelationshipbetweenAgencyDAandAgencyDRM
Inthepreviousstage,theteamhasdevelopedtheagencyDRMbasedonNEADRM.Thus,nowisthetimetoreferencetheagencyDRMtobuildtheDA.
TheDArepresentstheelementsassociatedwiththeinformationinthegovernmentagencysuchasconceptualdatamodel,logicaldatamodel,dataentities,databasesandotherdata-relatedelements.
TheagencyDAshowsthecurrent realitybasedon themainartifactsof theagencyDRM. Itdescribesthevariousartifactsordeliverables that reflectaccurately thecurrentstate in thegovernmentagencyintheuseofdata.Inshort,theDAhasmoredetailsthantheDRMtodepicttheactualdatascenariosofthegovernmentagency.
ThefigurebelowshowsthedifferencebetweentheDRMandDA.Asmoredetailsarerequired,therewillalsobeadditionalartifactsashighlightedinred.
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Figure 10-13: Difference between DRM and DA
RelationshipsamongAgencyDAandotherarchitectures
BelowtablesummarizestheagencyDArelationshipswithothercurrentarchitectures.
Other Current Architectures DA Relationship
BA DAprovidesinformationonagency-widedataandsourcesofdatafromexternalparties;thisaidsdecisionsondatasharingandre-use
AA DAprovidesdatamodels,databaseinformationanddataelementstobeusebyapplicationsystems
TA DAprovidestherequirementsfortechnologiestosupportthehostingandusageofdatabasesystemsanddataexchanges
Table 10-22: DA relationship with other architectures
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ThefigurebelowshowstherelationshipsamongDAartifactsandtherelationshipswitharti-factsfromotherarchitectures.
Figure 10-14: DA artifacts’ relationship diagram
DescriptionabouttheAgencyDA
Oncompletion,thecurrentDAwilldepictthecurrentdatalandscapeofthegovernmentagen-cy.SincetheDAisanexpansionoftheagencyDRM,itprovidesacatalogueofdataandthedatamodelscurrentlyinuse.TherewillbefiveadditionalartifactsintheDA.Together,theygiveacomprehensivedescriptionofthecurrentdatausageinthegovernmentagency.
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S/No Artifact / Deliverable Description
1 Purpose/Direction ThepurposeofDA
2 DAPrinciples ThearchitecturalprinciplesofDA
3 DataModel(DRM) Themaindatamodelfortheagency
4 DataClassifications(DRM) Thekeydataclassifications
5 DataStructure(DRM) Themaindatastructuresfortheagency
6 DataExchange(DRM) Thelistofdataexchangesfortheagency
7 ConceptualDataModel Thepictorialhigh-leveldescriptionofdatamodelfortheagency
8 LogicalDataModel Thelogicaldatamodelsoftheagency
9 DataFlowDiagrams Thevariouspictorialrepresentationsofdataflowsfortheagency
10 DatabasePortfolioCatalogue Theconsolidationofalldatabasesintheagency
11 DataDictionary Thedefinitionsforcommondataintheagency
Table 10-23: DA artifact descriptions
BuildingtheAgencyDA
Table10-24summarizesthemainactivitiesforbuildingtheagencyDA.
S/No Activity Artifact / Deliverable
1 DefinetheDApurposeordirection DApurpose/directionstatement
2 DefinetheDAprinciples DAprinciples
3 Review data model, data classifications anddatastructures(DRM)
Reviewed/updateddatamodel,dataclassificationsand data structures
4 Createtheconceptualdatamodel Conceptualdatamodel
5 Createthelogicaldatamodel Logicaldatamodel
6 Documentthedataflowdiagrams Dataflowdiagrams
7 Compilethedatabaseportfoliocatalogue Databaseportfoliocatalogue
8 Documentthedatadictionary Datadictionary
9 Documentandreview RevieweddraftcurrentDA
10 Obtaingovernanceapproval ApprovedagencycurrentDA
Table 10-24: Activities to build DA
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1. Define the DA purpose or direction
WhiletheagencyDRMprovidesagoodreferencetothehigh-leveldatamodel,dataclassificationsandstructures,thepurposeordirectionoftheagencyDAistodescribetheactualdatausagelandscape.ReviewtheDRMpurpose,amendanddefinetheDApurposeordirection.
2. Define DA principles
TheDAandDRMprinciplesaresimilar.TheslightdifferenceisthattheDAhastoprovidemoreinformationabouttheactualdatalandscapeinthegovernmentagency.Hence,reviewtheDRMprinciplesandamendthemtocatalyzethedevelopmentofagency-widedatalandscape.
3. Review data model, data classifications and data structures (DRM)
FromtheDRM,theEACoreandworkingteamshavetoreviewthedatamodel,dataclassificationsanddatastructures.Add,amendordeletetheinformationifrequired.Thisinformationwillberequiredforthenextfewactivities.
4. Create the conceptual data model
Aconceptualdatamodelidentifiesthehighest-levelrelationshipsbetweenthedifferentdataentitiesusingERDnotationwithatleastthefollowingdetails:
Property DescriptionRelationship with national meta model
DataEntity The name of the data entity exchanged be-tweentheapplications
Data(Name)
EntityRelationship The relationship between data entities andthemultiplicity
-
Table 10-25: The properties of conceptual data model
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Belowisanexampleofaconceptualdatamodel.
Figure 10-15: Conceptual data model example
5. Create the logical data model
Alogicaldatamodeldescribesthedatainmoredetail,withoutregardastohowtheywillbephysicalimplementedinthedatabase.Featuresofalogicaldatamodelinclude:
Property DescriptionRelationship with national
meta model
DataEntity Thenameofthedataentity Data(Name)
EntityRelationship The relationship between dataentities
-
Attributes Alltheattributesoftheentity -
PrimaryKeys Alistoftheprimarykey(s) -
ForeignKeys Alistoftheforeignkey(s) -
Table 10-26: The properties of logical data model
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Thefigurebelowisanexampleofalogicaldatamodel.Drawthelogicaldatamodelfortheagency.
Figure 10-16: Logical data model example
6. Document the data flow diagrams
Dataflowdiagramrepresentsbothinputandoutputinformationfromtheapplicationsystems.Italsoshowsthedatastoragelocations,datasourcesanddatadestinations.Throughpictorialdiagrams,itisefficientandeasytogatherinformationondatasupplierandconsumer,includingthetransformationpointsofthedata.
Fromthelogicaldatamodel,analyzetheinputsandoutputstoeachdataentity.Mapthedatastores,inputsandoutputsintothebusinessprocessesdevelopedinBA.Thetablebelowisexampleofattributedescriptions,whilethefigureisanexampledataflowdiagram.Finally,drawalltherelevantdataflowdiagrams.
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Property Description
External Entity (Input /Output)
Anexternalentitycanrepresentahuman,systemorsubsystem.Itisthedatasourceordestination.
Process(Function) Aprocessisabusinessactivityorfunctionwherethemanipula-tionandtransformationofdatatakesplace.
Data Store Adata store represents the storageofpersistentdata requiredand/orproducedbytheprocess.Dataentityanddatabasetablearetheexamplesofdatastores.
DataFlow Adataflowrepresentstheflowofinformation,withitsdirectionrep-resentedbyanarrowheadthatshowsattheend(s)offlowconnector.
Table 10-27: The properties of data flow diagram
Figure 10-17: Data flow diagram example
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Compile the database portfolio catalogue
Thepurposeofdatabaseportfoliocatalogistoidentifythedatabasesusebyapplicationsys-tems(listedincurrentAA).Thisartifactalsoprovidesthelogicalmappingbetweenrelateddataelementsthat isveryuseful indepictingtheholisticviewoftheenterprisearchitecture.Thedatabasecatalogueshouldincludeatleastthefollowingdetails:
Property DescriptionRelationship with national meta model
Database Nameofdatabaseusebyapplicationsystems -
Description Highleveldatabasedescription -
DBMSInformation Somedetailsregardingthedatabasemanagementsystem(OracleDB,Adabas,DB2,MySQL,etc.)
-
ServerName/IP ThenameortheIPaddressofthedatabaseserver -
DatabaseSize Thesizeofthedatabase -
BackupInfo Frequencyofthebackupanddatabackuprecoveryplan -
BusinessCriticality Businesscriticalityofthedatabase(e.g.verycritical,normal,low)
-
BusinessOwner/Unit Thedataowner -
Table 10-28: The properties of database portfolio catalogue
Foreachofthelogicaldatamodel,identifythecorrespondingdatabase(s).Documentallthedetailsinthedatabaseportfoliocatalogueasshownintheexamplebelow.
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Thetablebelowprovidesageneralexampleofthedatabasedetailsview.
S/No Database
Name
Description DBMS Info Server
Name/IP
Database
Size
Backup Info Business
Criticality
Business
Owner / Org
Unit
1 SpecialTrainingDB
Thisdatabaseiscentralrepositoryforalldatarelatedelementsofspecialtraining
Oracle10gR2,9iinJandD
172.20.1.36 10GB Weeklybackup(ColdBackup)andthereisnorecoveryplanexists
Critical
SpecialTrain-ingDept.
2 EnglishTrainingDB
ThisdatabaseiscentralrepositoryforalldatarelatedelementsofEnglishtraining
Oracle10gR2,9iinJandD
172.24.8.14 2 GB Weeklybackup(ColdBackup)andthereisnorecoveryplanexists
Critical
EnglishLearningCentre
3 LibraryDB Thisdatabaseiscentralrepositoryforalldatarelatedelementsofthelibrary.
Oracle10gR2,9iinJandD
172.20.1.36 10GB
N/A Average
LibraryDept.
Table 10-29: Database catalogue example
8. Document the data dictionary
Thepurposeofthedatadictionary istodefinethedataattributesregardlessofthephysicalstorageor form.Asdatadictionarydefinesall the commondataelements, it isuseful inconfirmingdatarequirementsforbusinessandotherdataexchanges.Thedatadictionaryprovidesacomprehensivedescriptionofeachdataelementasshownbelow.
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Property DescriptionRelationship with national meta model
DataEntity Thenameofeachentity(alsocalledatable) Data(name)
Description Adescriptionofthedataentity Data(description)
Attributename Thenameofeachattributename -
Attributedescription Adescriptionofthedataattribute -
Primary/ForeignKey Identificationofprimaryandforeignkeyofeachattribute
-
DataType Thedatatypeofeachfield(text,image,date,etc.) -
FieldSize Themaximumlengthofthefield -
Mandatory Whetherthisattributeismandatoryornot(Yes/no) -
Table 10-30: The properties of data dictionary
Fromboththelogicaldatamodelanddatabaseportfoliocatalogue,theteamhastoanalyzeandlistallthedataelements.Describethedataelementsasshowninthetablebelow.
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Property Description
DataEntity Product
Description Aniteminthecatalogueofproductsthatareavailableforpurchasebyacustomer
Property Description
Attributename ProductNumber
Attributedescription Theuniqueidentifieroftheiteminthecatalogue
Primary/ForeignKey PrimaryKey
DataType Integer
FieldSize 00000000to99999999,always8digitsincludingleadingzeroes
Mandatory Yes
Attributename Description
Attributedescription Short description of the product for customerconsumption
Primary/ForeignKey No
DataType Character
FieldSize min:1,max:256
Mandatory No
Attributename UnitCost
Attributedescription Thecurrentlistpriceoftheproduct
Primary/ForeignKey No
DataType Currency
FieldSize SARmax100,000,000,000
Mandatory Yes
Table 10-31: Data dictionary example
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9. Document and review
Uponcompletionoftheabovedeliverables,documentalltherelevantinformationintoastructured DAdocumentbaseonthegovernmentagency’sdocumentationstandards.Carryoutaninternalreviewandappropriateupdates.ItisalsoagoodpracticetogetanexternalpartytoreviewtheDAdocumentsuchasDBAsandbusinessowners.
10. Obtain governance approval
Withthecompletionof thedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectorDataArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
10.4.5 Step 6.5 Analyze and build current technology architecture
The technologyarchitecture (TA)describes thesoftwareandhardwarecapabilities thatarerequiredtosupportdeploymentofbusiness,data,andapplicationservices.ThisincludesICTinfrastructure,middleware,networks,andcommunicationsamongothers.ThemainobjectiveofthecurrentTAistomapasetoftechnologycomponents-whichrepresentsoftwareandhardwarecomponents–intoastructuredpictorialanddescriptiveviewofthetechnologiesinusebythegovernmentagency.
TheTAprovidesthedetaileddescriptionofthetechnology-relatedelementsandthissectionaddresses the technologydomain in theEnterpriseArchitecture, theirpurpose template,exampleandlinkages.
RelationshipbetweenAgencyTAandAgencyTRM
Inthepreviousstage,theteamhasdevelopedtheagencyTRMbasedonNEATRM.Thus,now .isthetimetoreferencetheagencyTRMtobuildtheTA
Inessence,theTAisderivefromtheTRM.However,themaindifferenceistheapplicationofthevariousartifactsordeliverablestoreflectaccuratelythecurrentstateinthegovernmentagency.Inotherwords,theTAhasmoredetailstodepicttheactualphysicaltechnologyscenariosofthegovernmentagency.
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ThefigurebelowshowsthedifferencebetweentheTRMandTA.Asmoredataanddetailsarerequired,therewillalsobeadditionalartifactsashighlightedinred.
Figure 10-18: Difference between TRM and TA
RelationshipsamongAgencyTAandotherarchitecturesAstheEACoreandworkingteamshavealreadydevelopedothercurrentarchitectures, it isimportanttounderstandtheirinter-relationshipsassummarizedinbelowtable.
Other Current Architectures TA Relationship
BA TAprovidestheclientandofficetechnologiessuchasPCs,mobiledevices,printersandscannerstotheagencyemployeesindifferentbranchesanddivisions
AA TAprovidestheinfrastructuretechnologiestohostandsupportap-plicationsystemsandcomponents
DA TAprovidestheinfrastructuretechnologiestoenabledatatransac- tionsandexchanges
Table 10-32: TA relationship with other architectures
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ThefigurebelowshowstherelationshipsamongTAartifactsandtherelationshipswithartifactsfromotherarchitectures.
Figure 10-19: Relationship TA artifacts
DescriptionabouttheAgencyTAOncompletion,thecurrentTAwilldepictthecurrenttechnologylandscapeofthegovernmentagency. Since theTA is anexpansionof theagencyTRM, the followingare theartifactsordeliverables.Notethattherearefouradditionalartifactsordeliverables.Collectively,theywillprovideacomprehensivedescriptionofthecurrentTA.
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S/No Artifact / Deliverable Description1 Purpose/Direction ThepurposeofTA
2 TRMPrinciples ThearchitecturalprinciplesofTA
3 ServiceArea(TRM) Thehighestleveltechnologyservicearea
4 ServiceCategory(TRM) Thetechnologyservicecategorywithinaservicearea
5 ServiceStandard(TRM) Thelistoftechnologyservicestandardsinuse
6 InfrastructureOverview Thehigh-levelrepresentationofITlandscapeinthegovernmentagency(normallyindiagrammaticform)
7 InfrastructureDescription Thedescriptionsofthemaininfrastructuretechnologiesinuse
8 HardwareCatalogue Thecurrentlistofhardware
9 SoftwareCatalogue Thecurrentlistofsoftware
Table 10-33: TA artifact descriptions
BuildingtheAgencyTA
BelowtablesummarizesthemainactivitiesforbuildingtheagencyTA.
S/No Activity Artifact / Deliverable
1 DefinetheTApurposeordirection TApurpose/directionstatement
2 DefinetheTAprinciples TAprinciples
3 Review the service areas and servicecategories(TRM)
Reviewedservicecategorieswithinserviceareasfortheagency
4 Reviewtheservicestandards(TRM) Reviewedservicestandardswithineachservicecategoryrelevantforagency
5 Analyzethedatacollected Nil
6 Describetheinfrastructureoverview High-levelrepresentationofITlandscapeinagency
7 Providetheinfrastructuredescriptions Listofinfrastructuretechnologydescriptionsinuse
8 Developthehardwarecatalogue Listofhardwareinuse
9 Developthesoftwarecatalogue Listofsoftwareinuse
10 Documentandreview RevieweddraftcurrentTA
11 Obtaingovernanceapproval ApprovedagencycurrentTA
Table 10-34: Activities to build TA
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1. Define the TA purpose or direction
TheTAandTRMpurposesarealike.ThedifferenceisthattheTApurposecanshowactualoutcomesdirectly.ReviewtheTRMpurpose,amendanddefinetheTApurposeordirection.
2. Define TA principles
TheTAandTRMprinciplesaresimilar.Thedifferenceliemainlyintheoperationalimplementationoftechnologiessuchasperformance,sharingofphysicalassetsandsecuritycontrols.ReviewtheTRMprinciples,amendanddefinetheTAprinciples.
3. Review the service areas and service categories (TRM)
Reviewtheserviceareasandcategoriestoensurethatthesearecorrectandrelevant.
4. Review the service standards (TRM)
ReviewtheservicestandardsdefinedinTRM.IftheTRMwasdevelopedlongtimeback(forexamplemorethanthreeyearsago),theremaybeaneedtoevenreviewtheservicecategories.Reviewalltheservicestandardsandmakethenecessaryupdates.
5. Analyze the data collected
Thedatacollectedshouldminimallybegroupedtotheappropriateservicestandardssuchaswebbrowsers(InternetExplorer,GoogleChrome),platformdependent(Windows),platformindependent(J2EE,Linux),applicationservers,portalservers,databases(DB2,Oracle,MySQL),Storage(NAS,SAN,Cloud),LANandWAN.Analyzethedatatounderstandthetrendsorpatternsintechnologyusage.
6. Describe the infrastructure overview
Thepurposeofthisoverviewistoprovideahigh-levelrepresentationoftheITinfrastructurein thegovernmentagencyandtodevelopacomprehensiveviewof thecurrent infrastructurecomponents suchas theheadquarternetworkand the connectedbranches, the internetconnectivity, servers farm , LAN,WLAN, communications links, etc. Thedata collected andanalyzedshouldbesummarizedintothisinfrastructureoverview.
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Provideapictorialinfrastructureoverviewhighlightingthetechnologycomponentsinvariousservicestandards.Aexampleartifactisshowninthefigurebelow.
Figure 10-20: Infrastructure overview example
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7. Provide infrastructure descriptions
ThepurposeofITinfrastructuredescriptionsistoprovideallthedetailsneededtodescribethecurrentinfrastructurecomponentsorservicestandardssuchasLAN,WAN,Internet,storageandservers.Thisviewshouldincludeatleastthefollowingdetailslistedinthetablebelow.
Property Supporting Document
WAN WANlogicaldiagram
ThedescriptionabouttheWANconnectivityattheorganizationshouldincludebutnotlimitedtothefollowings:
NumberofWANlinks,speedofthelinks,WANtechnology(VPN-MPLS...),nameoftheinternet serviceprovider (ISP),detailsofWAN link redundancy ,connectedbranchesdetails,GSNconnection,Firewallsetupdetails,etc.
LAN LANlogicaldiagram
ThedescriptionabouttheLANinsidetheorganizationshouldincludebutnotlimitedtothefollowings:
Numberofcurrentusers(PCs),LANSpeed,serviceavailableforeachuser,VLANs, IPaddressingscheme,linkstype,accessswitchesdetails,andetc.
Internet Internetconnectivitydiagram
Thedescription about the internet connectivity should includebut not limited to thefollowings:
Internetserviceprovider(ISP)details, linkspeedandutilizations, loadbalancerdetailsand etc.
WLAN Wirelessconnectiondiagraminsidetheagency
Thedescription about thewireless connection should include but not limited to thefollowings:
Wirelessaccesssetup,wirelessaccesspointsdetails,encryptiondetails,etc.
Storage Storagesolutionsdiagram
Thedescriptionaboutthestoragedetailsshouldincludebutnotlimitedtothefollowings:
Storageinfrastructuredetails,backupdescriptions,storagecapacity,utilization,andetc.
Server Serverfarmdiagram
Thedescriptionabout theserver farmdetails should includebutnot limited to thefollowings:
Numberofserversused,connectionsdetails,andetc.
Table 10-35: The properties of infrastructure descriptions
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WAN
Figure 10-21:WANdiagramexample
Description The organization has only one branch connecting to the headquarterthrough(IP/VPN)ofSTC.BranchofficeofJeddahisaccessingRiyadhheadofficenetworkandsystemthroughthisVPNconnection(30Mbps) usingCisco1800integratedservicesrouters installedatbothendswithoutredundancy. This router connect to a firewall (Juniper / SSG550) toprotect theorganization’network .Theconnection toYessers’GSN isthroughadedicatedrouterprovidedandmanagedbyYesserandisprotectedbyfirewallsonbothends.
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LAN
Figure 10-22:LANdiagramexample
Description
Riyadhheadofficehas client serverarchitectureand thereare1424users (PCs)toaccesstheinfrastructurefacilityCisco3750GPoEstackswitchesactingasflooraccessswitchestoprovideconnectivitytotheusersandnodes.AllaccessswitchesviaUTPcableareaggregatedtothedistributionswitch(Cisco4507)ateachbuildingthathave10GbpsuplinktotheCoreswitch(Cisco6509)atthedatacenter.TheIPschemasusedattheorganizationsfortheservers:172.16.0.0/16,andfortheclients:172.18.0.0/16.
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Internet
Figure 10-23:Internetdiagramexample
Description
The Internet connectivity is provided by two service providers (STC andMobily)throughtwo20Mpbslinks.AccesstotheInternetfromtheorganizationtakesplacethroughaMicrosoftWebsenseProxyServerandWebFilterthatconnectstodualF5LoadBalancerswhichprovidesafeandcontinuesinternetbrowsingcapabilities.
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WLAN
Figure 10-24:WLANdiagramexample
Description
The current wireless access setup is comprised of amaster controller (Aruba3600) and 73 wireless access points distributed throughout the organization.DatatransmissioninthewirelessnetworkissecuredusingWPA2AESencryption.TheClearpass500HiscurrentlybeingconfiguredtointegratewiththeActiveDirectoryforaccesspermissions.
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Storage
Figure 10-25:Storagediagramexample
Descrip-tion
Followingarethedetailsoftheorganizationstorage:
• TwoEMCSANStorage:EMCVNX5300withmaximumcapacityof360TBandthe
utilizationis23%.
• TwoMDSSwitch:CiscoMDS9124multilayerfabricswitchwithhighavailability.
Asabackupsolution,theagencyiscurrentlyusingtheSnapVaultsolutionfromNetApptoperformDisk-to-Diskbackups(D2D)everyday.Jeddahbranchcurrentlyusedasdisasterrecoverysite(DR).
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Server Farms
Figure 10-26:Serverfarmdiagramexample
Description TheserverfarmtypicallyhoststhemostimportantITassetsintheorganization;it is connecteddirectly to the core switch cisco4500 .The current technologyinfrastructureattheorganizationutilizesatotalof73physicalservers(62intheprimarydatacenterinRiyadh,and11intheDRdatacenterinJeddah.Allserverscomewithmultiple1GBEthernetcards,andsomeservershaveconvergednetworkadapters(CNA)allowingthemtoconnecttotheSAN.AlsotheorganizationisdeployingaVMwarevirtualizationsolution.Thecurrentvirtualizationincludes16SUN/Intel-basedserverswith2CPU/16GBor2CPU/32Bspecs.Thevirtualizeden-vironmentcurrentlyrunsmorethan23differentapplications.Theutilizationforalltheservers(virtualandphysical)arenotexceed50%.
8. Develop the hardware catalogue
Thepurposeof thehardwarecatalogue is toprovidea listofhardwarecomponents inuseacrosstheagencyincludingservers,switches,storages,routers,firewalls, loadbalancers,wirelessaccesspoint,IPS,IDS,etc.
Basedon thedata collected,develop thehardware cataloguewith the followingminimumdetailsasshownintheexamplebelow.
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Property DescriptionRelationship with national meta model
HardwareName Theinternalnameofthiscomponent Hardware(Name)
HardwareType Thetypeofthehardware(server,switch,router,storage,firewall,controller,wirelessaccesspoint,loadbalancer,etc.)
Hardware(Type)
ModelNumber Themanufacturersmodelsuchascisco2960x,HPProliant460C,NetAppFAS2050,f53600etc.
Hardware(ModelName)
Description Detaildescriptionforthiscomponent(purpose,functions,) -
Vendor Themanufacturerofthedevice Hardware(Vendor)
ApplicationName Businessapplicationhostedorsupportedbythisdevice Applicationsystem(Name)
Location Thelocationdetailsofthisdevice
OSName Thenameoftheoperationsystemrunning Hardware(OSname)
IPaddress TheIPaddressofthisdevice -
Processorsdetails Somedetailsofthedeviceprocessors(numberandspeed) -
Capacitydetails Themaximumcapacitythisdevicecanaccommodate. -
Usagedetails Thecurrentusagedetailsofthisdevice -
Connectivitydetails
Somedetailsaboutthedeviceconnectivitytothenetwork -
Introductiondate Thestarteddateinwhichthisdeviceisused Hardware(Introductionyear)
RetirementDate Thedatethatthedevicewillberetired -
Businessseverity Theseverityofbusinessimpactsuchasmissioncritical,critical,medium,andlow
Hardware(Businessseverity)
Totalcost Totalcostofthehardwareinstallation Hardware(Totalcost)
MaintenanceCost TheannualmaintenancecostofthehardwareifapplicableHardware(Annualmain-tenancecost)
Table 10-36: The properties of hardware catalogue
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Hardware Description
HardwareName TrainingServer
HardwareType Server
ModelNumber BladeHPProliant460CGen8
Description Thisserverhostoneofthecoreapplicationscalledthetrainingsystem.
Vendor HP
ApplicationName Training
Location DCinRiyadh(Basementfloor-Cabinet#1)
OSName Windows2000AdvancedServer-SP4
IPaddress 172.16.16.99
Processorsdetails 2processors(8core,2GHz,20MB,95W)
Capacitydetails 2x300GB(RAID1)
Usagedetails 19%ofthemaxcapacityused.
Connectivitydetails 1GBNICconnectedtothecoreswitchcisco4500
Introductiondate 10/2013
RetirementDate N/A
Businessseverity Low
Totalcost 18500SAR
MaintenanceCost N/A
Table 10-37: Hardware catalogue example
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9. Develop the software catalogue
ThepurposeofthesoftwarecatalogueistoprovidealistofsoftwarecomponentsinuseacrosstheagencysuchasOS,productivitytools,middleware,securitytoolsandnetworkmanagementtools(NMS).
Basedonthedatacollected,developthesoftwarecataloguewiththefollowingminimumde-tailsasshownintheexamplebelow(whichisforonlyonecomponent).
Property Description Relationship withnational meta model
Product/SoftwareName
Nameofsoftwarenamedbyitsmanufacturer Software
(Name)
SoftwareType Thetypeofthesoftware(OS,securitytool,middle-ware,NMS,mail,DBMS,productivitytool,etc.)
Software
(Type)
Model/Version Softwareversion/model Software
(NameofSW)
Description Somedescriptionaboutthiscomponentpurpose,function…)
-
Vendor Nameofsoftwaremanufacturer Software
(Vendor)
Licensedetails Software’s license management policy (users, PCs,servers,etc.)
Software
(LicensePolicy)
BusinessUnit Businessunitssupportedbythissoftware -
HostingHardwareName/IP
Thenameofthehostedserver -
Number of currentusers
Numberofcurrentusersusingthissoftware -
Introductiondate theyearwhenthesoftwareisinstalled Software
(Introductionyear)
Totalcost Totalcostofthesoftwareinstallation Software
(Totalcost)
AnnualaMaintenanceCost
ThecostofSWannualmaintenancecost Software
(Annualmaintenancecost)
Table 10-38: The properties of software catalogue
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Product/Software Name Description
SoftwareType NetworkMonitoringSoftware
Model/Version PRTG-Version15.4.21
Description PRTGNetworkMonitorrunsonawindowsmachinewithinthenetwork,collectingvariousstatisticsfromthemachines,software,anddevicesinordertogenerateperformancereports
Vendor PaesslerAG
Licensedetails Thelicensingarebasedonthenumberofsensors(unlimited)
BusinessUnit ITDepartment
HostingHardwareName/IP NMS-Srv/172.16.16.71
Numberofcurrentusers N/A
Started date 9/2015
Totalcost 89,000SAR/yearincludingthemaintenancecost
AnnualMaintenanceCost N/A
Table 10-39: Software catalogue example
10. Document and review
Afterdraftingall thedefinitionsandstandards,documentall therelevant informationintoastructuredinformationbaseontheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherparty(especiallythetechnologyandoperationsteams)tocarryoutafinalreview.
11. Obtain governance approval
Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectorTechnologyArchitectshouldfrontthispre-sentation. From the comments from the committee,make thenecessary changes toobtaintheirfinalapproval.
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10.4.6 Step 6.6 Current architecture analysis
Itisamajoraccomplishmentmilestoneonthecompletionofcapturingthecurrentarchitectures. Withtheinformationandpictorialrepresentations,theEACoreandworkingteamscanhavedifferentperspectivesabout thegovernmentagencyonthebusiness,applications,dataand infrastructure.Thesecurrentarchitecturesalsoallow thediscoveryofnot soobvious linkages,dependencies,andevensynergiesorintegratedcomponents.Ontheotherhandisamilestone unlikeany,thisisbecauseitperformsmanyimportantaspectsincludingbutnotlimitedtothefollowing.Theadvantageofviewingthewholeofenterprisecuttingacrosssilos,establishingtheobviousandnotsoobviouslinkagesanddependencies,capturingofsynergiesetc.facilitateidentificationofopportunitiesforprogressoftheagencyaswellastheissuesthatarehinderingitsfuturegrowth.
Thecurrentarchitectureanalysisisanactivitytounderstandcurrentissuesandchallengesofthegovernmentagencyononehand,andtoexploreideasforimprovementandintegrationontheotherhand.
Thefollowingdescribesimportantactivitiesforthisstep.
S/No Activity Artifact / Deliverable
1 AnalyzeBA BAimprovementopportunities
2 AnalyzeAA AAimprovementopportunities
3 AnalyzeDA DAimprovementopportunities
4 AnalyzeTA TAimprovementopportunities
5 Documentandreview Reviewed draft summary of improvementopportunities
6 Obtaingovernanceapproval Approvedagencysummaryofimprovements
Table 10-40: Activities to analyze current architectures
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1. Analyze BA
ReviewthecurrentBA.
ArecommendedmethodistocomparetheBAartifactsagainsttheagency’smissionandvisionstatements,strategicgoals/objectives,theagencyannualplans,theSaudie-GovernmentPlan,theagencyPRMandtheagencye-transformationplan(ifany).TheEACoreandworkingteamscanalsouseanalysistoolssuchasValueChainanalysis,7Sanalysis,SWOTanalysisandbusinessprocesssimulation.Carryoutthefollowingactivities:
a. ListthemainissuesandchallengesfacedinBA
b.Analyzethebusinessfunctionsandservicesbylogicalandphysicaldimensions
c. Listtheprioritizedstrategicbusinessoutcomes
d.Listthekeybusinessworkactivitiesorfunctions,andhowtheyhavetoimprovebasedon(a)and(c)
e. UsingtheBAprinciplesasaguide,definespecificimprovementopportunitiesforthelistin(d).
Figure 10-27: Example BA analysis
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Figure 10-28: Example BA improvement opportunities
2. Analyze AA
ReviewthecurrentAA.
ArecommendedmethodistocomparetheAAartifactsagainstthestrategicgoals/objectives,theagencyannualplans,theSaudie-GovernmentPlan,theagencyPRM,prioritizedapplicationlist(fromagencyARM)andtheagencye-transformationplan(ifany).TheEACoreandworkingteamscanalsouseSWOTanalysis.Carryoutthefollowingactivities:
a. ListthemainissuesandchallengesfacedinAA
b. Identifysomeoftheglobaltrendsinapplicationsystems
c. Analyzetheapplicationsystemsbycategoriesanddepartments/branches;alsoanalyzetherequiredapplicationsystemstosupporttheBAimprovementopportunities
d. Listtheprioritizedapplicationsystems,componentsandinterfacesfordevelopment,replacement,amendmentandretirement
e. UsingtheAAprinciplesasaguide,definespecificimprovementopportunitiesforthelistin(d).
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Figure 10-29: Example AA analysis
Figure 10-30: Example AA improvement opportunities
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3. Analyze DA
ReviewthecurrentDA.
ArecommendedmethodistocomparetheDAartifactsagainsttheagencyannualplans,theSaudie-GovernmentPlan,theagencyPRMandtheagencye-transformationplan(ifany).TheEACoreandworkingteamscanalsouseanalysis toolssuchasdatadependencyandSWOTanalysis.Carryoutthefollowingactivities:
a.ListthemainissuesandchallengesfacedinDA
b. Identifysomeoftheglobaltrendsindatamanagementanddatausage
c. Analyzethedatarepresentedbylogicalandphysicaldimensions;alsoanalyzetherequireddatatosupporttheAAimprovementopportunities
d.Listtheprioritizedstrategicdatamodels,dataelementsanddatabases
e. UsingtheDAprinciplesasaguide,definespecificimprovementopportunitiesforthelistin(d).
Figure 10-31: Example DA analysis
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Figure 10-32: Example DA improvement opportunities
4. Analyze TA
ReviewthecurrentTA.
ArecommendedmethodistocomparetheTAartifactsagainsttheagencyannualplans,theSaudie-GovernmentPlan,theagencyPRMandtheagencye-transformationplan(ifany).TheEACoreandworkingteamscanalsouseanalysis toolssuchasdatadependencyandSWOTanalysis.Carryoutthefollowingactivities:
a. ListthemainissuesandchallengesfacedinDA
b. Identifysomeoftheglobaltechnologytrendsandtechnologystandards
c. Analyzethe infrastructureandother technologies;alsoanalyzetherequiredtechnologiesrequiredtosupporttheBA,AAandDAimprovementopportunities
d.List theprioritized strategic technologies fordevelopment; also include technologies thatrequiretobereplacedorretired
e. UsingtheTAprinciplesasaguide,definespecificimprovementopportunitiesforthelistin(d).
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Figure 10-33: Example TA analysis
Figure 10-34: Example TA improvement opportunities
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5. Document and review
Aftercompletingalltheanalysis,consolidatealltheimprovementareasanddocumentthemintoastructuredinformationbaseontheagency’sdocumentationstandards.Performacross-domainanalysis(BA,AA,DA,TA),toidentifyanddocumentmoreopportunitiesforimprove-ment.Doan internalreviewandupdates. It isalsoadvisabletogetotherparties–businessowners,applicationdevelopers,DBAsanddataowners,andtheinfrastructureteam-tocarryoutafinalreview.
6. Obtain governance approval
Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectshouldfrontthispresentation.Fromthecom-mentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
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11. Stage 7 – Build Target Architecture11.1 Stage summary
With the completionof thegovernmentagency’s current architectures, this stagedevelops thetargetarchitectures.Asablueprintforthegovernmentagencytorealizeitsgoalsanddesiredout-comesin3to5years,thetargetarchitecturedefinestheimprovedbusinessandITlandscapes.
ThedetailedanalysiswillleadtothedevelopmentoftargetarchitecturesthatincludeBusinessArchitecture, Application Architecture, Data Architecture and Technology Architecture. Thegovernmentagencymaybuildall the targetarchitecturesor selectiverelevantarchitecturesdependingonitsEAscopeanddevelopmentstrategy.
11.2 Stage purpose
Thepurposeofthisstageistoanalyze,designanddocumentthetargetgovernmentagency’sITandbusinesslandscapes.Theexpectedoutcomesordeliverablesofthisstageare:
1. TargetBusinessArchitecture
2. TargetApplicationArchitecture
3. TargetDataArchitecture
4. TargetTechnologyArchitecture.
Notethattheabovearerecommendedoutcomes.AgovernmentagencycanhavemoreorlessarchitecturesdependingonitsEAscope,goals,EAframeworkdesignanddevelopmentstrategy.Otherexamplesnotlistedaboveincludetargetsecurityandperformancearchitectures.
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11.3 Stage initiation
Withthecompletionofthepreviousstages,theEACoreTeamandworkingteamshavetoen-surethatthefollowingdeliverablesareinplace:
1. SummaryofImprovementOpportunities
2. CurrentBusinessArchitecture
3. CurrentApplicationArchitecture
4. CurrentDataArchitecture
5. CurrentTechnologyArchitecture.
Asmentionedabove,dependingontheEAscopeanddevelopmentstrategy,thegovernmentagencyhastoensurethatthecorrespondingcurrentarchitecturesarecompleted.Ifthegovernmentagencyintendstobuildallarchitectures,thenitneedsthefiveabovecurrentarchitectures.However,ifthegovernmentagencyisdoingaspecificEAscopesuchasdataandtechnologyconsolidation,thenitneedstohaveatleastthedataandtechnologyarchitecturesinplace.
11.4 Key steps in stage 7
Belowtablelistthekeyactivitiesandexpecteddeliverablesforstage7.
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Stage /
Step NoDescription Deliverable
7 BuildGovernmentAgency’sTargetArchitectures
7.1 Define directions for developing target architecturebyanalyzingenvironmental factorssuchasagency’svision/principles,currentarchitecturesetc.
TargetArchitecturedirection
7.2 Analyze and build the target business architecturebasedonarchitectureprinciples,currentbusinessar-chitecture’s analysis result, and currentbusiness ar-chitecturedeliverables.
GovernmentAgency’starget BusinessArchitecture
7.3 Analyzeandbuildthetargetapplicationarchitecturebasedon architectureprinciples, current applicationarchitecture’sanalysisresult,andcurrentapplicationarchitecturedeliverables.
GovernmentAgency’stargetApplicationArchitecture
7.4 Analyzeandbuildthetargetdataarchitecturebasedonarchitectureprinciples,currentdataarchitecture’sanalysisresult,andcurrentdataarchitecturedeliver-ables.
GovernmentAgency’stargetDataArchitecture
7.5 Analyzeandbuildthetargettechnologyarchitecturebasedonarchitectureprinciples, current technologyarchitecture’sanalysisresult,andcurrenttechnologyarchitecturedeliverables.
GovernmentAgency’starget TechnologyArchitecture
Table 11-1: Stage 7 steps
11.4.1 Step 7.1 Define directions for developing target architecture
Inthepreviousstage,theteamhasbuiltordocumentedthecurrentarchitectureandanalyzedcurrent architecture issues.Oneof the outputs from the previous stage is the Summary ofImprovementOpportunities. TheEACoreandworking teamshavealsopreviously analyzedagency’s vision/purposes& other environmental factors, and then, based on them,we candefinetargetarchitecture’sdirections.Thetablebelowliststheactivitiesindefiningdirectionsfortargetarchitecture.
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S/No
Activity Artifact / Deliverable
1 ReviewagencyEAvisionandprinciples ReviewedagencyEAvisionandprinciples
2 Reviewenvironmentandrequirementsanalysis Nil
3 Reviewcurrentimprovementopportunities Nil
4 Summarizetargetarchitecturedirections Targetarchitecturedirections
5 Documentandreview Revieweddrafttargetarchitecturedirections
6 Obtaingovernanceapproval Approvedtargetarchitecturedirections
Table 11-2: Activities for defining target architecture directions
1. Review agency EA vision and principles
ReviewtheEAvisionthatagencydesirestoreachandreviewprinciplestobuildanarchitectureon,andgetsomeimplicationstodevelopagency’stargetarchitecture.
Figure 11-1: Example of EA principles review and its implications
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2. Review environment and requirements analysis
ReviewtheenvironmentandEArequirementsanalysisdoneintheearlystages.ThesewouldprovidetheoverallscopeandpriorityareasintheEAdevelopment.Analyzeandgaugetheneedforadjustmentsorchanges.Thus,thiswillensurethatarchitecturedirectionswouldbealignedwiththeoverallagencyEApurpose.
3. Review current improvement opportunities
Fromthedetailedreviewofopportunitiesdone inthepreviousstage, identify improvementopportunitiesineacharchitecturearea(business,application,data,technology). Itwouldbegoodtoconsidertheimplicationsoftheseimprovementstothegovernmentagency.TheEACoreandworkingteamsshouldreviewotherstrategiessuchasKSA2030VisionandtheSaudie-GovernmentActionPlan.ItisalsoimportanttoreviewtheagencyPRMtohelpinsettingperformancemeasurements.Combinealltheseinputstodevelopallthepotentialopportunities.
Prioritizetheseopportunitiesbasedontheabovereviewedprinciplesandenvironmentanalysis.Finally, consider and plan the implementationof these opportunities so they canmeet theagency’sstrategicgoalsoroutcomes.
Figure 11-2: Example agency improvement opportunities for various architectures
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4. Summarize target architecture direction
Summarizeandorganizefindingssuchasagency’EAvision,principles,etc.,andanalysisresults,anddefineEAdirectionsforbuildingtargetarchitecture(astobusiness,application,data,andtechnology).
Figure 11-3: Example of target architecture direction through overall analysis
5. Document and review
Documentalltheinformationaboveintoasummarywithclearrecommendationsonthetargetarchitecturedirectionsand thehigh-level schedulesalignedwithKSAandagency’s strategictargets.Carryoutaninternalreview.Itisalsorecommendedthatanotherparty(forexampletheagencyStrategicPlanningUnit)reviewthesetargetdirections.
6. Obtain governance approval
PresentthesummarizedtargetarchitecturedirectionstotheEAGovernanceCommittee.NotethatthiswillbethefirstusefulEAoutputthattheEAGovernancewillsee.Thus,expectsomequestionsandmoreideasfromthecommitteemembers.Fromtheirfeedback,makethenecessaryupdatesandobtaintheirapproval.
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11.4.2 Step 7.2 Build target business architecture
DescriptionabouttheagencytargetBA
Oncompletion,thetargetBAwilldepictthefuturebusinesslandscapeofthegovernmentagen-cy.SincethetargetBAisthefutureversionofthecurrentBA,bothhavethesameartifactsordeliverables.ThemaindifferenceisthatthetargetBAdescribesaboutthefuturescenarios–i.e.providingsolutionstothecurrentissuesandchallenges.
S/No Artifact / Deliverable Description
1 Purpose/Direction ThepurposeofBA
2 BAPrinciples ThearchitecturalprinciplesofBA
3 BusinessAreas(BRM) Themainbusinessareasfortheagency
4 LinesofBusiness(BRM) ThemainLoBsfortheagencywithinthebusinessareas
5 BusinessFunctions(BRM) ThekeybusinessfunctiondescriptionswithinLoBs
6 Sub-BusinessFunctions(BRM) The sub-business function descriptions within eachbusinessfunction
7 BusinessProcesses Thetargetlistofbusinessprocessdescriptionswithineach sub-business function;highlight new, improved and deleted processes
8 OrganizationChart Thetargetorganizationchartfortheagency
9 ServiceCatalogue The target list of business services; highlight new, improved or deleted services
Table 11-3: Target BA artifact descriptions
BuildingtheagencytargetBA
Table11-3summarizesthemainactivitiesforbuildingtheagencytargetBA.
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S/No Activity Artifact / Deliverable
1 Review the BA purpose or direction and BAprinciples
Reviewed/updatedBApurposeordirectionstatement
2 ReviewtheBAprinciples Reviewed/updatedBAprinciples
3 Definethetargetbusinessfunctions(BRM) Reviewed / updated business areas, LoBs,business functions and sub-business func-tions
4 Definethetargetbusinessprocesses List of target improved business processesfortheagency
5 Definethetargetservicecatalogue Targetservicecatalogue
6 Documentthetargetorganizationinformation Targetorganizationchart
7 Documentandreview RevieweddrafttargetBA
8 Obtaingovernanceapproval ApprovedagencytargetBA
Table 11-4: Activities to build target BA
Usingthetargetarchitecturedirectionsasaninput,dothefollowing:
1. Review the BA purpose or direction
ReviewtheBApurposeordirection.ThepurposeshouldbeapplicableforthetargetBA.Makethenecessarychangesifrequired.
2. Review the BA principles
RefertothechangesintheEAprinciplesifany.Reviewandmakethenecessarychangesifrequired.
3. Define the target business functions (BRM)
Reviewthebusinessareas,LoBs,businessfunctionsandsub-businessfunctions.Fromthetar-get architecturedirections, identify andanalyze the areasof improvements such as removal ofduplicatedfunctions,improvecustomerserviceandimprovebusinessperformance.Documentthechangesrequiredespeciallyforthebusinessfunctionsandsub-businessfunctions.
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Figure 11-4: Example of updated business function in target BA
4. Define the target business processes
Fromtheaboverecommendations for targetbusiness functionsandsub-business functions,reviewtheaffectedprocessesthatrequirechange.Similarly,theseprocessesincludeduplicatedprocesses, andprocesses affected to improve customer serviceandbusinessperformance.Belowisanexampleofupdatedbusinessprocesses.
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Figure 11-5: Example of updated business processes in target BA
5. Define the target service catalogue
Upon identificationof the targetbusiness functions, sub-business functionsandbusinessprocesses,theEACoreandworkingteamshaveto identifyall thecurrentservicesaffected.Analyzethemanddefinethetargetservices,i.e.newservices,removalofduplicatedservices,jointorintegratedafewservicesintoone,andimprovequalityofservices.
6. Document the target organization information
Sincebusinessprocessesandbusinessserviceswillchange,sodoesthestaffandorganizationstructure.Reviewanddocument thechanges required for the targetorganizationchartandrelatedinformation.
7. Document and review
Documentalltheaboveinformationaccordingtotheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherparty(especiallythebusinessownerandbusinessteams)tocarryoutafinalreview.
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8. Obtain governance approval
Withthecompletionoftheabovedeliverables,presenttotheEAGovernanceCommittee.TheChiefArchitectorBusinessArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
11.4.3 Step 7.3 Build target application architecture
DescriptionabouttheagencytargetAA
Oncompletion,thetargetAAwilldepictthefutureapplicationlandscapeofthegovernmentagency.SincethetargetAAisthefutureversionofthecurrentAA,bothhavethesameartifactsordeliverables.ThemaindifferenceisthatthetargetAAdescribesaboutthefuturescenarios–i.e.providingsolutionstothecurrentissuesandchallengessuchasnewapplicationsystems.
S/No Artifact / Deliverable Description
1 Purpose/Direction ThepurposeofAA
2 AAPrinciples ThearchitecturalprinciplesofAA
3 ApplicationSystems(ARM) Themaintargetapplicationsystemsfortheagency
4 ApplicationComponents(ARM) Thekeytargetapplicationcomponentsfortheagency
5 ApplicationInterfaces(ARM) Themaintargetapplicationinterfacesfortheagency
6 ApplicationCatalogue Thetargetlistofapplicationsandtheirattributes
7 ApplicationFunctions Thetargetdescriptionabouttheapplicationfunctions
8 ApplicationRelationships The target description about the application relation-ships
9 ApplicationOverview Thetargetoverviewdescriptionoftheapplicationsystems
Table 11-5: Target AA artifact descriptions
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BuildingtheagencytargetAA
BelowtablesummarizesthemainactivitiesforbuildingtheagencytargetAA.
S/No Activity Artifact / Deliverable
1 DefinetheAApurposeordirection Reviewed/updatedAApurposeordirectionstatement
2 DefinetheAAprinciples Reviewed/updatedAAprinciples
3 Define the target application systems,application components and applicationinterfaces(ARM)
Targetapplicationsystems,applicationcomponentsandapplicationinterfaces
4 Documentthetargetapplicationoverview Targetapplicationoverview
5 Documentthetargetapplicationcatalogue Targetapplicationcatalogue
6 Document the target application func-tionsandrelationships
Targetapplicationfunctionsandapplicationrelationships
7 Documentandreview RevieweddrafttargetAA
8 Obtaingovernanceapproval ApprovedagencytargetAA
Table 11-6: Activities to build target AA
Usingthetargetarchitecturedirectionsasaninput,dothefollowing:
1. Review the AA purpose or direction
ReviewtheAApurposeordirection.ThepurposeshouldbeapplicableforthetargetAA.Makethenecessarychangesifrequired.
2. Review the AA principles
RefertothechangesintheEAprinciplesifany.Reviewandmakethenecessarychangesifrequired.
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3. Define the target application systems, application components and
application interfaces (ARM)
Reviewthecurrentapplicationsystems,applicationcomponentsandapplications interfaces.FromthetargetBA,identifyaffectedapplications,componentsandinterfacesthatarerequiredtosupportthefuturebusinesslandscapes.
Fromthetargetarchitecturedirections,furtherexplorewaystoimprovesharingofapplicationsystemsandcomponents intheagency. Inaddition,explorewaystousenationalorgovern-ment-wideapplicationsystems.
Similarly,fromthetargetarchitecturedirectionsidentifyhowfuturedatausagewillaffecttheapplications.Findsolutionstothesedatausageandexchangeandupdatethetargetapplicationsystems,componentsandinterfaces.
Belowisanexampletoidentifynewapplicationsystems.
Figure 11-6: Example process to identify new application systems & architecture
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4. Document the target application overview
Oncethetargetapplications,componentsandinterfaceshavebeenidentified,documentthemintothetargetapplicationoverview.Thisisapictorialrepresentationofthetargetapplicationsforthegovernmentagency.
5. Document the target application catalogue
Similarly, refer to thecurrentapplicationcatalogueandupdate it to reflect the targetstate.Preferably,includethetargetapplicationinformationsuchasapplicationtype(new,replaceorretire)andthecurrentbusinessprocessesaffected.Thus,thetargetapplicationcataloguehastolinkwiththetargetbusinessprocessesandtargetservicecatalogue.
6. Document the target application functions and relationships
Fromthelistoftargetapplicationsystems,updatetheapplicationfunctionsandrelationships.Typically,itisgoodtohighlightthechangesforthetargetinformation.Belowisanexampleoftheupdatedapplicationfunction.
Figure 11-7: Example of updated application function in target AA
7. Document and review
With the completion of the various application documentation, consolidate them into onestructureddocumentaccordingtotheagencydocumentationstandards.Carryoutaninternalreviewtoverifyallthedataandartifacts.Itisalsorecommendedthatanexternalorthirdparty(forexampleapplicationowners)carryoutanotherreview.Basedontheirfeedback,makethenecessaryimprovements.
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8. Obtain governance approval
Withthecompletionoftheabovedeliverables,presenttotheEAGovernanceCommittee.TheChiefArchitectorBusinessArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
11.4.4 Step 7.4 Build target data architecture
DescriptionabouttheagencytargetDA
Oncompletion,thetargetDAwilldepictthefuturedatalandscapeofthegovernmentagency.Since thetargetDA is the futureversionof thecurrentDA,bothhavethesameartifactsordeliverables.Themaindifference is that the targetDAdescribesabout the futurescenarios–i.e.providingsolutionstothecurrentissuesandchallengesintermsofdatausageanddataexchange.
S/No Artifact / Deliverable Description1 Purpose/Direction ThepurposeofDA
2 DAPrinciples ThearchitecturalprinciplesofDA
3 DataModel Themaintargetdatamodelfortheagency
4 DataClassifications(DRM) Thekeytargetdataclassifications
5 DataStructure(DRM) Themaintargetdatastructuresfortheagency
6 DataExchange(DRM) Thelistoftargetdataexchangesfortheagency
7 ConceptualDataModel The target pictorial high-level description of datamodelfortheagency
8 LogicalDataModel Thetargetlogicaldatamodelsoftheagency
9 DataFlowDiagrams The various target pictorial representationsof dataflowsfortheagency
10 DatabasePortfolioCatalogue Thetargetconsolidationofalldatabasesintheagency
11 DataDictionary Thetargetdefinitionsforcommondataintheagency
Table 11-7: Target DA artifact descriptions
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BuildingtheagencytargetDA
BelowtablesummarizesthemainactivitiesforbuildingtheagencytargetDA.
S/No Activity Artifact / Deliverable
1 ReviewtheDApurposeordirection Reviewed / updated DA purpose or directionstatement
2 ReviewtheDAprinciples Reviewed/updatedDAprinciples
3 Update data model, data classifications,datastructuresanddataexchanges(DRM)
Updatedtargetdatamodel,dataclassifications,datastructuresanddataexchanges
4 Documentthetargetconceptualandlogi-caldatamodels
Targetconceptualdatamodelandtargetlogicaldatamodel
5 Documentthetargetdataflowdiagrams Targetdataflowdiagrams
6 Compile the target database portfoliocatalogue
Targetdatabaseportfoliocatalogue
7 Documentthetargetdatadictionary TargetDatadictionary
8 Documentandreview RevieweddrafttargetDA
9 Obtaingovernanceapproval ApprovedagencytargetDA
Table 11-8: Activities to build target DA
Usingthetargetarchitecturedirectionsasaninput,dothefollowing:
1. Review the DA purpose or direction
ReviewtheDApurposeordirection.ThepurposeshouldbeapplicableforthetargetDA.Makethenecessarychangesifrequired.
2. Review DA principles
RefertothechangesintheEAprinciplesifany.Reviewandmakethenecessarychangesifrequired.
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3. Update data model, data classifications, data structures and data ex-
changes (DRM)
Reviewthedatamodel,dataclassifications,datastructuresanddataexchanges.Withthenewtargetarchitecturedirections,identifyartifactsthatrequireupdate.WiththechangesinboththetargetBAandAA,itisnormalthattheseartifactscollectivelyrequirechange.Thediagrambelowillustratesanexampletoidentifyandupdatetheartifactstoreflectthefuturescenarios.Identifyandmakethenecessarychangestoreflectthefuturestateforthedatamodel,dataclassifications,datastructuresanddataexchanges.
Figure 11-8: Example of identified artifacts for updates in target DA
4. Document target conceptual and logical data models
ThetargetBAandAAwillaffectthetargetDA.Withtheupdatesdoneintheabovestep,thereisaneedtoreviewandupdatetheconceptualdatamodel–forexample,addingnewdataenti-tiesandremovingofcurrentdataentities.Itisalsonecessarytoreviewandupdatethelogicaldatamodelstoreflecttheadditionalorchangeddataattributesandprimaryorsecondarykeys.
5. Document the target data flow diagrams
Thisactivityistoreviewanddocumentthechangestothedataflows.Withtheabovechanges,makethenecessaryupdatestothecurrentdataflows.Highlightorassociatethechangestothenewdatamodels,dataentities,andeventhenewbusinessprocessesandapplicationsystems.
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6. Compile the target database portfolio catalogue
Asignificantchangewouldbetothedatabaseportfoliocatalogue.Reviewthecurrentcata-logueandcompilethetargetcatalogue.Thediagrambelowisanexampleofthechangesrequiredtovariousdatabases.
Figure 11-9: Example updated database diagram
7. Document the target data dictionary
Finally,reviewthecurrentdatadictionaryandupdatethedocumentationtoreflectthetargetdatadictionary.Itisnecessarytodescribethedifferenceinthedataelementsanddefinitionsfromcurrenttotarget.
8. Document and review
Uponcompletionoftheabovedeliverables,documentalltherelevantinformationintoastruc-turedtargetDAdocumentbaseonthegovernmentagency’sdocumentationstandards.Carryoutaninternalreviewandappropriateupdates.ItisalsoagoodpracticetogetanexternalpartytoreviewtheDAdocumentsuchasDBAsandbusinessowners.
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9. Obtain governance approval
Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectorDataArchitectshouldfrontthispresenta-tion.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
11.4.5 Step 7.5 Build target technology architecture DescriptionabouttheagencytargetTAOncompletion,thetargetTAwilldepictthefutureinfrastructurelandscapeofthegovernmentagency.SincethetargetTAisthefutureversionofthecurrentTA,bothhavethesameartifactsordeliverables.ThemaindifferenceisthatthetargetTAdescribesaboutthefuturescenarios–i.e.providingtechnologysolutionstothecurrentissuesandchallenges.
S/No
Artifact / Deliverable Description
1 Purpose/Direction ThepurposeofTA
2 TRMPrinciples ThearchitecturalprinciplesofTA
3 ServiceArea(TRM) Thehighestleveltechnologyservicearea
4 ServiceCategory(TRM) Thetechnologyservicecategorywithinaservicearea
5 ServiceStandard(TRM) Thetargetlistoftechnologyservicestandards
6 InfrastructureOverview Thetargethigh-levelrepresentationofITlandscapeinthegovernmentagency(normallyindiagrammaticform)
7 InfrastructureDescription Thetargetdescriptionsofthemaininfrastructuretechnologiesforfuture
8 HardwareCatalogue Thelistofhardware(nochange;onlywhenactualimplementation)
9 SoftwareCatalogue Thelistofsoftware(nochange;onlywhenactualimplementation)
Table 11-9: Target TA artifact descriptions
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BuildingtheagencytargetTA
Table11-10summarizesthemainactivitiesforbuildingtheagencytargetTA.
S/No Activity Artifact / Deliverable
1 ReviewtheTApurposeordirection Reviewed / updated TA purpose or di-rectionstatement
2 ReviewtheTAprinciples Reviewed/updatedTAprinciples
3 Reviewtheserviceareasandservicecat-egories(TRM)
Reviewedservicecategorieswithinser-viceareasfortheagency
4 Definethetargetservicestandards Target service standards within eachservicecategoryrelevantforagency
5 Describe the target infrastructure over-view
High-level representation of target ITlandscapeinagency
6 Updatethetargetinfrastructuredescrip-tions
Target infrastructure technology de-scriptionsanddiagrams
7 Documentandreview RevieweddrafttargetTA
8 Obtaingovernanceapproval ApprovedagencytargetTA
Table 11-10: Activities to build target TA
Usingthetargetarchitecturedirectionsasaninput,dothefollowing:
1. Define the TA purpose or direction
ReviewtheTApurposeordirection.ThepurposeshouldbeapplicableforthetargetTA.Makethenecessarychangesifrequired.
2. Review TA principles
Refertothechanges intheEAprinciples ifany.Reviewandmakethenecessarychanges ifrequired.
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3. Review the service areas and service categories (TRM)
Reviewtheserviceareasandcategoriestoensurethatthesearecorrectandrelevant.Fromthetargetarchitecturedirections,reviewifimpactontheserviceareasandservicecategories.Typically,therewillbesomechangesrequired.Thediagrambelowshowsanexampleofhowthetechnologydirectionswillaffectthetechnologycontentsorservicecategories.Maketherelevantchangestoreflectthefuturestate.
Figure 11-10: Example of direction setting for in TA
4. Define the target service standards (TRM)
Once the service areas and service categorieshavebeenupdated, theEACore andworking teamshavetodefinethetargetservicestandardsthatmayincludenewstandardsorreplacementofcurrentstandards.Itisalsonecessarytodefineobsoletestandards.
5. Describe the target infrastructure overview
Comparethetargetservicecategoriesandstandardswiththecurrentinfrastructureoverviewdiagram.Simpleanalysiswouldallowtheteamtoidentifytransformationorimprovementareasasshownintheexamplediagrambelow.Identifythemandupdatethediagramintothetargetinfrastructureoverview.
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Figure 11-11: Example of updated infrastructure overview in target TA
6. Update the target infrastructure descriptions
Reviewthecurrentinfrastructuredescriptions.Fromtheareasofimprovementsidentifiedabove,updatetheappropriateinfrastructuredescriptions.Notethat inmostcasesthedescriptionsdonotchangemuch,butratherthecorrespondingtechnologydiagramsthatrequireupdates.
7. Document and review
After updating all the definitions and standards, document the relevant information into astructuredinformationbaseontheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherparty(especiallythetechnologyandoperationsteams)tocarryoutafinalreview.
8. Obtain governance approval
With thecompletionof thedeliverableswith theotherabove relatedcontents,present totheEAGovernanceCommittee.TheChiefArchitectorTechnologyArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
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12. Stage 8 – Develop Transition Plan12.1 Stage summary
Withthecompletionofthevarioustargetarchitecturesinthepreviousstage,itisnowimportanttoplan andmanage the transition required from the current landscapes to thedesired targetlandscapes.Thereisabiggapbetweencurrentandtargetarchitectures.Ifthesearenotmanagedthroughthetransitionplan,itistypicalthatthetargetarchitecturewouldnotberealized.
Thetransitionplanisaboutdefiningandprioritizingintermediateactivities,systemsandprojectsinordertoimplementthatfuturestateofthetargetarchitectures.Themajorfocusofthisstageistodevelopadetailedtransitionplanconsistingofprojectsoractivities,requiredresources,timeline andbudget. Techniques such asABCAnalysis, PriorityAnalysis, ROIAnalysis canbeutilizedinthisstage.
12.2 Stage purpose
Thepurposeofthisstagetomanagethetransitionbetweenthecurrentstatestothetargetstate.Theexpectedoutcomesordeliverablesofthisstageis:
1.TransitionPlan.
12.3 Stage initiation
Withthecompletionofthepreviousstage,theEACoreandworkingteamshavetoensurethatthefollowingdeliverablesareinplace:
1. TargetBusinessArchitecture
2. TargetApplicationArchitecture
3. TargetDataArchitecture
4. TargetTechnologyArchitecture.
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DependingontheEAscopeanddevelopmentstrategy,thegovernmentagencyhastoensurethatthecorrespondingtargetarchitecturesarecompleted.Ifthegovernmentagencyintendsto buildallarchitectures,thenitneedsthefourabovetargetarchitectures.However,ifthegovernmentagencyisdoingaspecificEAscopesuchasdataandtechnologyconsolidation,thenitneedstohaveatleastthetargetdataandtechnologyarchitecturesinplace.
12.4 Key steps in stage 8
Belowtablelistthekeyactivitiesandexpecteddeliverablesforstage7.
Stage /
Step NoDescription Deliverable
8 DevelopTransitionPlan TransitionPlan8.1 Definetransitionprojects Transitionprojectlist8.2 Prioritizetransitionprojects Prioritizedtransitionprojectlist8.3 Createtransitionroadmap Transitionroadmap8.4 Analyze and document required
resources and outcomesTransitionresourceplan
8.5 Obtaininggovernanceapproval Approvedtransitionroadmapandresourceplan
Table 12-1: Stage 8 steps
12.4.1 Step 8.1 Define transition projects
Thisactivityisaboutdefiningandprioritizingtransitionprojects.
S/No Activity Description
1. DefineIdeasforImprovement Improvementideasaredefinedbyclassifyingthemintobusiness/applicationsectorsorwithagency’scorebusi-nessfunctions
2. DefineTransitionProjects Transitionprojectsaredefinedbylistingupideasforim-provement,atargetarchitecture,andeacharchitecturearea.
List transition projects from the current and target architecture gap analysis and complete the project list by adjusting and organizing them while consid-ering priority, sequence, etc.
Table 12-2: Activities to define transition projects
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Figure 12-1: Example selection method for transition plan
Figure 12-2: Example of transition project
12.4.2 Step 8.2 Prioritize transition projects
Afterdefiningalltherequiredtransitionprojects,itisnecessarytoprioritizethem.Thetablebelowliststhekeyactivitiestoprioritizetheseprojects.
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S/No Activity Description
1. DefineProjectValue • Definetheirvaluesaccordingtorelationshipsbe-tweenprojects,suchastheproject’scharacteristics,importance,effectivenessetc.
2. DefinePriorities • Prioritizethembasedonresultsoftheirvalidityandriskassessmentwithconsideringrelationshipsbetweenprojects
3. DefineStagesforProject • Basedonprojectsandtheirpriorityassessment,definetransitionprojectsbystage
Table 12-3: Activities to prioritize transition projects
Figure 12-3: Example prioritization principles
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Figure 12-4: Example priority assessment structure
Figure 12-5: Example priority assessment
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Figure 12-6: Example transition projects by stages
12.4.3 Step 8.3 Create transition roadmap
MakeEAtransitionroadmapaccordingtotheproject’spriority,interface,andpre/postrela-tionships,anddevelopadetailedschedulebyeachproject.
S/No Activity Description
1. Writeprojectpurposesineachstage Setanoverallplanningphaseorstage(3-5years)anddefinedesiredobjectivesbyyear
2. Writeatransitionprojectroadmapineachstage
Listupprojectsofhigherpriorityineachstage
Writeitbymappingeachtransitionprojectwitheachstage
3. Write a detailed schedule by eachtransitionproject
Writeadetailschedulesforeachprojectanditssub-projects
Table 12-4: Activities to create transition roadmap
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Figure 12-7: Example of goal setting for each stage
Figure 12-8: Example detailed schedule by each stage
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12.4.5 Step 8.4 Analyze and document required resources and outcomes
EstimatetherequiredresourcesforallprojectsandanalyzeexpectedoutcomesaccordingtotheEAprojectplanineachstage.
S/No Activity Description
1. Define a method of estimat-ingrequiredresources
Define type of required resources and an estima-tionmethodaccordingtothetype inordertode-ductrequiredresourcesbyeachclassification
2. Estimate required resourcesbyeachtransitionproject
Estimaterequiredresourcesbyeachtransitionproj-ectaccordingtotheirtype
3. Estimate required resourcesbyyear
EstimaterequiredresourcesbyyearaccordingtoEATransitionroadmapineachstage
4. Defineexpectedoutcomes Write a detail schedules for each project and itssub-projects
Table 12-5: Activities for estimating resources and outcomes
Figure 12-9: Example resource estimation procedure
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Figure 12-10: Example required resource classification
Figure 12-11: Example resource estimation
Figure 12-12: Example resource requirements by stage
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Figure 12-13: Example expected outcome
Somegeneralconsiderations:
• Althoughsubjecttotheagencyandtheirenvironment,itisnormaltosetatransitionperiodtotargetarchitectureas3-5years.Inthiscase,itisagoodwaytomake“transitionarchi-tecture”,middle-stageoftargetarchitecturethatcanplayroleofamilestonetotransition.
• Becauseofasuddenchangeofbusinessenvironment,technologydevelopment,etc.atransitionplanaswellasdevelopedtargetarchitecturecanbemodified.Therefore,bothtargetarchitectureandtransitionplanshouldbemanagedbyEA.
• Whetheratransitionplanissucceedornotdependsonconcretenessandrealisticpossibilityoftheplan.Inotherwords,weshouldconsider‘isitreasonablewhenitcomestoexpense/effectivenessanalysis?’,‘doesitfullyreflectusers’requirementsontargetarchitecture?’,‘doagency’sstakeholdersfullyparticipateindevelopingtransitionplansandfullyunderstandthecontents?’etc.
• Thetransitiontotargetenvironmentdoesnothappenrapidly,butisperformgraduallybyeacharchitectureareaortransitionstageaccordingtoEAtransitionplan.Becauseofthis,ittakesmuchtimetocompletelytransittotargetenvironment,andatransitionprocessand
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transitionelementsareverycomplicated.Therefore,forsuccessfultransition,weshouldminimizerisksagainstchanges,protect investment,organizeplans forsecuretransition,andreflectthemonatransitionplan.
12.4.5 Step 8.5 Obtain governance approval
Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
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13. Stage 9 – Develop Management Plan13.1 Stage summary
ThisstageisaboutdevelopingtheEAusageandmanagementplanssothatEAprocessesandval-uesbecomeanintegralpartoftheagencystandardoperatingprocedures.ToensurecontinuedEAvaluedeliverytothegovernmentagency,itisnecessaryandimportanttoincorporateEAmanagementplansintothegovernmentagency.
13.2 Stage purpose
ThepurposeofthisstageistoanalyzeanddocumenttheplaninensuringtheEAdeliverablesareacceptedandusebythedifferentstakeholders inthegovernmentagency.Theexpectedoutcomesordeliverablesofthisstageare:
1. EAusageplan
2. EAmanagementplan
13.3 Stage initiation
Withthecompletionofthepreviousstage,theEACoreandworkingteamshavetoensurethatthefollowingdeliverablesareinplace:
1. TransitionRoadmap
2. TransitionResourcePlan.
Thisstageisalsoafollowuponimportantpoliciesordirectionstatementspreviouslydefinedun-derContinuousGovernancesection–onparticular,onEAusageandEAmanagementdirections.
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13.4 Key steps in stage 9
Thetablebelowliststhekeyactivitiesandexpecteddeliverablesforstage9.
Stage /
Step NoDescription Deliverable
9 DevelopManagementPlan EAUsageandManagementPlans
9.1 DevelopEAusageplan EAusageplan
9.2 DevelopEAmanagementplan EAmanagementplan
9.3 ObtainingGovernanceApproval ApprovedEAusageandmanagementplans
Table 13-1: Stage 9 steps
ManagementandGovernance
Under theContinuousGovernance section, theEAGovernanceCommitteehas setupcleardirectionsontheEAusageandmanagementplans.Thisstagewillfocusonthede-.velopmentoftheseplans
13.4.1 Step 9.1 Develop EA usage plan
It isanactivitytospecifyEAusagewaysbydefiningitspurposesandscopethroughanalyzingagency’senvironment&possibleusers.ThefollowingaretheactivitiestodeveloptheEAusageplan.
1. Define Usage Purposes & Scope
BasedonEAusagepolicyordirectionstatementsdefinedundergovernancesection,theEACoreandworkingteamshavetodefinetheEAusagepurposes&scope.
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S/No Activity Description
1.a Defineusagepurposes • BasedonaboveIdentifying,defineusagepurposesastomakethemacommondecision-makingstandardforachievingEAimplementationpurposes&expectedoutcomes
• Abovepurposesarecomprehensive.So,theyalsocanbedefinedspecifically,likecoreusepurposes,supplementaryusepurposes,etc.
1.b Defineusagescope • BasedonaboveIdentifying,defineEAusagescopebygroupingsharedelements
• EAusagescopeofagenciesdoingEAdemonstrationprojectisdefinedasaITlifecycle,suchasITplanning,ITprojectperforming,IToperation,ITassessment,etc.
Table 13-2: Activities to define EA usage purpose & scope
Figure 13-1: Example for EA usage purposes
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Figure 13-2: Example for EA usage scope
2. Usage Plan Development
InorderthattheagencyperformspracticalITprojectsusingarchitectureinformation,theyneedguidelinesthatdescribewhicheachEAusagescenariocanusetheappropriatearchitectureinfor-mation.DefineEAusageprocessbyeachscope,inorderthattheEAsupportscommondecision-makingswhileperformingpracticalITprojects.
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S/No Activity Description
2.a DefineUsagetasks
• IdentifyanddefineEAusagetasksbasedonitsobjectivesandscope.
2.b Definepossibleusers
• Definedirectly/indirectlyrelated-stakeholderswithEAprojects
• Amongstakeholders,IdentifyfutureEAusersthroughholdinginternalmeetings
• DefineEAusergroupsbyclassifyingthemwiththeirroles,anddefineeachgroup’srolesandresponsibilities
• Inaddition,definerolesrelatedtousingarchitectureinformation
2.c DefineUsagescenario
• Writeabusinessflowbasedonbusinessactivitiesandrelatedorganizationsthataredefinedinusagetasks
• Identifyanddefinebusinessactivitieswhicharerequiredtousearchitectureinformationbyeachusagetask
• Definewhicharchitectureinformationcanbeusedfordoingeachbusinessactivity.Inotherwords,wecandefinethenameanditemofspecificartifact.
2.d DevelopUsageGuideline
• DefinealistforusingEAinformation,andmakeaguideline
• Basedonusagescenario,writeaguidelineforfullyusingEAbyeachtask.
Table 13-3: Activities to define usage plan development
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Figure 13-3: Example for EA usage tasks
User Main role Related organization
Decision-Maker -Afinaldecision-makeraboutbusinessinnovation,ITprojectpromotion,andITprojectpolicies
TheofficialinchargeofIT
ITPromotionCommittee
ArchitectureReviewCommit-tee
ITInvestmentReviewBoardITPlanningDe-partment
-MakingmidandlongtermITplans
-Budgetingonunitinformationsystemdevelopment/operationandassessingtheresults
ITPlanningTeam
BudgetPlanningTeam
ArchitectureMan-agement Depart-ment
-ManagingtheinformationsuchasEAstan-dard,etc.
ArchitectureManagementTeamArchitectureGroup
User/BusinessDepartment
-Asbeinginchargeofagency’sbusinesses,theyalsoofferrequirementsfromusers,etc.
InternationalAffairsDivision
PublicServiceCenter
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User Main role Related organization
ITProjectDepartment
-Theyareinchargeofunitsystemdevelop-ment,fromprojectplanningtosystemdevelopment/operation
SystemDevelopmentGroup
SystemMaintenanceGroup
SystemDevelopmentDepartment
-Mostofthemareexternalagencieswhichareinchargeofsystemdevelopment
SystemDevelopmentTeam
SystemOperationDepartment
-Mostofthemareexternalagencieswhichareinchargeofsystemoperation
SystemOperationTeam
Table 13-4: Example for EA users
Figure 13-5: Example for the relationship between EA tasks and artifacts
3. Obtaining Governance Approval
Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectshouldfrontthispresentation.Fromthecom-mentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
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13.4.2 Step 9.2 Develop EA management planThevalueofEAisforittobeutilizedwhenmakingdecisionswithusingpertinentinformationandlinkages.ItisimportanttomaintainaccuracyandconsistencyofEAinformation;hence,EAmanagementplanhelpstomaintainEAcontinuouslybynotonlysettingEAdirectionsbutalsomakingEAmanagementstructureandEAmanagementprocess.ThefollowingarethesimpleactivitiestodeveloptheEAmanagementplan.
1. Define EA Management Purposes & Scope
BasedontheEAmanagementpolicydefinedundergovernance,defineEAmanagementpur-poses&scopes,anddevelopEAmanagementprinciples.
S/No Activity Description
1.a DefineEAmanagement purposes
• DefineEAmanagementpurposewhichmatchesagency’sarchitecturepurposes&directionsfrombestpractices
1.b DefineEAmanagement scope
• DefineEAmanagementscopewithconsideringEAprojectpurposes,scope,principles,andpurposesforEAuse
• Identifymaintenance-needed-elementswithreferringtoidentifiedmanagement scope
• EAmanagementtargetsareorganizations,humanresources,systems,application,architecture’sartifacts,etc.
• Definetheorganization’sEAmanagementscopewithreferringtoaboveidentifiedmanagementscopeandtargetelements
• CheckifdevelopedEAmanagementscopehasomitteditemsbyrefer-ringtootheragencies’EAmanagementscopeandtargets
• ConfirmedEAmanagementscopeinhereincludesdefiningan organization,managementprocess,managementsupportsystem,etc.
1.c DefineEAmanagement principles
• Identifykeymanagementpointsfordefiningmanagementprinciples(organization,competency,operation,methodsforreview,system,etc.
• DefinemanagementprinciplesbyeachmanagementpointwhichEAmanagementplanshouldfollowforachievingmanagementpurposes
Table 13-5: Activities of EA management purposes & scope
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Figure 13-6: Example of EA management plan
Figure 13-7: Example of EA management scope
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Figure 13-8: Example for EA management plan process
Figure 13-9: Example for EA management plan principles
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2. Develop EA Management Organization
DefineEAmanagementorganization’sstructure&rolesformaintainingEA,EAmanagementprocessforfollowingarchitectureprinciplesandattainingarchitecturegoals,andEAmanage-mentsupportsystemsforsupportingit.
S/No Activities Description
2.a EAmanagementorganizationdefinition
• Figureoutmanagementtasksandtheirrequiredfunctionsbycheckingmanagementscopeandtargets
• Basedonmanagementtasksandfunctions,figureoutrequiredorganizationsthatcanperformthetasks
• Iftherearenorelatedorganizationsthatcanperformthetasks,wecancreateaneworganization
• Basedonthetasksandorganizations,wecandefinetheirorganizationalstructurebybuildingupadecision-makingstructureforperformingthetasks
2.b EAmanagementorganization’srolesdefinition
• Analyzestakeholdersofamanagementorganizationalstructure,andidentifytheirrequiredroles
• Definetheirrolesthatdefineresponsibilitiesandauthori-zationbythemanagementorganizationalstructure’seachorganization
• Basedonroles,redefinetheorganizationalstructure,andmakeaninstitutionalchangeplan
Table 13-6: Activities to develop EA management organization
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Figure 13-10: Example for EA roles for large organization
Figure 13-11: Example for architect tasks
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3. Define EA Management Process
InEAgovernancesection, therearefiveaspectssuchaschange,program,performance,capability,andpolicymanagement.Inthissection,itwillprovidemoredetailprocessesofEAmanagement.
S/No Activity Description
3.a DefineEAplanningprocess
• DefineEAplanningprocessbydevelopingEAandreflectinganyimprovements of EA.
3.b DefineEAchangemanagement process
• DefineEAchangemanagementprocessofmaintainingandupdatingEAinformation
• DefineEAchangemanagementprocesswhichincludesoverallprocessfromrequesting,processing,toreleasingchanges
• Architecture update:defineaprocessofregularplanningandtargetarchitecturedesigningforarchitectureimprovements
• Architecture change:defineaprocessofreviewingandauthorizingchangerequests
• Architecture diffusion:apracticalwayofperformingcanbedifferentaccordingtoanarchitecturediffusiontarget andchannel.Wecandevelopaprocessofplanning,execution,andfeedbackforarchitecturediffusion
• Architecture compliance review:developaprocessofcheckingifitcomplieswith‘currentarchitecture’inITsystemdevelopmentproject
• Design for exceptions:developaprocessofdesigningalternativestothearchitecture,withwhichwecanreviewvalidityofexceptionsandapplyingthem
• Architecture-based IT system design:providinganoutlineofITsystemsbasedonarchitectureandtargetarchitectureinordertosupportITsystemdevelopment
3.c DefineEAusesupportprocess
• DefineEAsupportprocessforsmoothlysharingandusingEAinformation
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3.e Defineasystemmanagement process
• DefineaprocessofmanagingandoperatingmanagementsystemsusedformaintainingEAinformation
• Basedonmanagementsystem’soperatingorganizations,defineasystemoperationprocess,suchassystemchangeprocess,systemback-upprocess,etc.
• DefineaprocesswithreferringtoaguidelineforoperatingITsystems
3.f Defineanassessment process
• DefineaprocessofassessingEAinformation’suse&man-agement
• Theagencycanassessoutcomesbythemselvesthroughde-velopingtheirownperformanceindicatorswithreferencetoperformancereferencemodelinEAdevelopmentphase
• Agencycanassessagency’sEAmaturitylevelwithreferencetoEAmaturitymodel that was made by Yesser (refer Annex E)
Table 13-7: Activities to define EA management process
Figure 13-12: Example for EA update process
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Figure 13-13: Example for EA change process
Figure 13-14: Example for EA diffusion process
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Figure 13-15: Example for EA compliance review
Figure 13-16: Example for EA design exception process
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Figure 13-17: Example for EA system design
4. Develop EA Management System
DevelopEAmanagementsystemforcontinuouslymaintainingandusingEAartifactsandEA-relatedinformation.
S/No Activities Description4.a Define
requirements• Checkingandorganizingbasicfunctionsofmanagementsystems
• DefineafunctionofusingEAartifactsinformationintermsofvarioustasks
• DefineafunctionofcontinuouslymaintainingEAartifactsinformation
• Defineafunctionoflinkingwithmanagementtoolswhichareusedforcreatingartifacts
• Define a function of linking internal systemsㅡlinking assets management system, performance management system, and business management system, which are operated by the agency, themselves, with EA information
• Definelinkingfunctionsrequiredtoofferagency’sEAartifactsin-formationtonationalEAmanagementsystem
4.b Buildupasystem
• Afterdefiningsystemrequirements,asystemcanbebuiltbasedonthemwithusingsystemdevelopmentmethodology.Developmentmethodologycanbereferredtoforsystembuildup.
Table 13-8: Activities to define EA management system
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Seebelowtableofexamplerequirements.
Function Description
FrameworkManagement Managingaframework,astandardformanagingagency’sEAsystematically
Meta-modelManagement Registering and managing standardized Meta-model toregisterartifacts
ReferenceModelManagement RegisteringandmanagingBRM,ARM,DRM,TRM,andPRM
ArtifactManagement RegisteringandmanagingEAartifacts
ArchitectureAnalysis Analyzingarchitectureartifactswithvarioustypes
SystemManagement Managing system, such as usermanagement, authoriza-tionmanagement,etc.
Table 13-9: Example for EA management system’s functions
5. Develop EA Management Guideline
EAmanagementguidelinehelpstoupdateEAonthecurrentstatusagainstchangesofprojectsorITsystems,andiscomposedofmanagementprinciples,organizations,andprocess.
6. Obtaining Governance Approval
Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.
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14. Stage 10 – Execute and Maintain14.1 Stage Summary
ThisisthelaststagewhereagovernmentagencyexecutesandmaintainsitsEA.Havingcov-eredmanystagesintheEAjourney,thislaststageconcernswithtakingactionstomakethegovernmentagency’sEAintoareality.
14.2 Stage Purpose
ThepurposeofthisstageistofinallyimplementtheEAartifactsthatweredocumentedinthepreviousstages.Thefollowingaretheexpectedoutcomesofthisstage:
1. Promoteormarketthegovernmentagency’sEAsothatgovernmentemployeesareawareoftheusefulnessofEA
2. TrainsomeemployeesontheusingandmaintainingthevariousinformationrelatedtoEA
3. ExecuteorimplementtheEAincludingthemanagementofthetransitionactivities
14.3 Stage Initiation
Withthecompletionofthepreviousstages,theEACoreTeamandworkingteamshavetoen-surethatthefollowingdeliverables,inadditiontothetargetarchitectures,areinplace:
1. EAManagementPlan
2. EAUsagePlan
3. EATransitionPlan
Withalltheaboveplans,theEACoreTeamandworkingteamscanstarttheexecutionphase.
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14.4 Key Steps in Stage 10
ThelaststageisthefinalchallengefortheEACoreteamandworkingteammemberstomaterializetheirpreviousefforts.ThekeystepsinStage10areshowninTable14-1.
Stage /
Step NoDescription Deliverable
10 ExecuteandMaintain
10.1 ImplementtheEAUsage&ManagementPlan Project/Program ManagementDeliverables
10.2 ImplementtheEATransitionRoadmap Project/Program ManagementDeliverables
Table 14-1: Stage 10 steps
14.4.1 Step 10.1 Implement the EA usage & management plan
AnotherchallengefortheEACoreteamandworkingteams istheactual implementationoftheEAusage&managementplanthatwaspreparedinthepreviousphase.Itisonethingtopreparetheplan,butitrequireseffortandcoordinationtoactuallyimplementtheEAusage&managementPlan.Thisiswherealltheorganization,systems,resourcesandthegovernance/managementprocessesareimplementedinacoordinatedmanner.
TheEACoreteamhastoensurethattheEAusage&managementplanareexecutedaccordingtothedetailsintheplan.Tosomeextent,someoftheareasintheplanhavebeencoveredordescribedinthestepsabovesuchasEAgovernance/managementincludingthechangeman-agementaspect.Afewimportantthingstonoteare:
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1. Institutionalization the usage & management plan
It’srequiredtomakeEAusage&managementguidelinemandatoryinordertocontinuouslymanageanduseEAandmakean internalnoticeofwhether theguideline is followedtoallorganizations.
Figure 14-1: Example for EA usage guideline
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Table 14-2: Example for EA management guideline
2. EA usage and management plan execution
WecanuseEAatworkbasedontheEAusageandmanagementguideline.AllEAinformationandrelatedartifactsshouldberegularlyorinstantlyupdatedaschangemanagementprocessafterthatwecanexecuteEAplanssmoothly.IncaseEAsystemhasbeendeveloped,wecanderiveanduseEAinformationfromitbasedonEAusescenario.
3. EA usage and management plan supervision
EAteam’smanagercansupervisethestatusofEAoperationandusageaccordingtoEAguidelines.ContinuouslymonitorwhetherEAmanagementprocessesandEAusagesce-nariosarebeingwellobeyed.IncaseEAsystemhasbeendeveloped,wecanfigureoutEAutilizationstatusbyusingstatistics,etc.fromtheEAsystem.
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4. EA usage and management plan assessment
DefineassessmentelementstoevaluateEAusageandmanagementplansandregularly(onceayear)conductassessmentsbyinvestigatingandinterviewingstakeholders.
Elements Key contents
Compliance
1
Havealltheusage&managementtasksspecifiedinEAguidelinesbeenappliedatwork?
Checkthembymakingalistofusage&managementtasksinEAguidelines
T/F
2
Hasarchitecture informationbeenupdatedaccordingtoEAusage&managementprocess?
Checkthembymakingalistofarchitectureinformationtobeupdated
T/F
3
Does theperson in chargeuse/followEAusage/managementproceduresregardingtotheirtasks?
Checkthembymakingalistofusage&managementtasks
T/F
Compatibility
1IsEAusage&managementprocesscorrect?
CheckthembymakingalistofEAusage&managementprocessesT/F
2
Isarchitectureinformationupdatedaccordingtoausage&managementprocesscorrect?
CheckthembymakingalistofarchitectureinformationbyeachEAus-age&managementtask
T/F
Convenience
1Isn’tEAusage&managementprocesscomplicated?
CheckthembymakingalistofEAusage&managementtasksT/F
2DoesittaketoomuchtimetoprocessEAusage&managementtasks?
MeasuretimeofprocessingeachEAusage&managementtasksT/F
3
IsiteasytoupdateEAinformationaccordingtoeachusage&managementtasks?
Canuse1-5pointscale
4What’ssatisfactionlevelcausedbyutilizing&managingEA?
Canuse1-5pointscale
Table 14-3: Example for EA usage & management plan assessment
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5. EA usage and management plan improvement
BasedontheresultsofEAusage&managementplanassessment,itsimprovementdirectionscanbedefinedandEAusage&managementplancanbesupplementedandenhanced.
14.4.2 Step 10.2 Implement the EA transition roadmap
ThetransitionofEAfromthecurrentstatetotheeventualtargetisachallengingtask,butwithgreatsatisfactionwhenitiscompletedsuccessfully.IntheimplementationoftheEATransitionRoadmap,theEACoreteamandworkingteamshavetoactascoordinators(betweenprojectsanddivisions)andadvisors(onwhattheprojectownersshoulddoandwhen).
Whiletheprevioussteptacklesallthemanagement/governanceareas,thisstepfocusesonthebasicstepstoimplementthetransitionprojectsandactivities.WiththeEATransitionRoad-mappreparedinthepreviousphase,theimplementationofthisroadmaphasthreemainactivi-tiesasfollows:
1. Review and update the EA Transition Roadmap
SincetheEATransitionRoadmapwaspreparedandapproved,therearemanyactivitiessuchasconductingawarenesssessions,presentationtothestakeholdersanddiscussionsonnewini-tiatives.Overtime,someofthesediscussionscouldspinoffotherprojectsoraffecttheoriginalscheduleandpriorityoftheprojectsinthetransitionroadmap.Itisnecessary,therefore,toreviewandupdate theEATransitionRoadmap fromvarious feedback, suggestionsandnewdirectivesfromtopmanagement.Thefollowingarerecommendedactivities:
a. Add,updateor remove theprojects identified; ifneedbe, re-prioritized thewhole listofprojects
b.Foreachproject, identifyandconfirmtheprojectowner. Inaddition,checktheresourcesand schedulesare reasonable. Ifnot,update the resources requiredandtimeneeded tocompletetheprojects
c. UpdatetheTransitionRoadmap.Ifmajorupdatesweredone,getapprovalfromtheEAGov-ernanceCommittee
d.AlsoupdatetheProgramManagementPlancorrespondingly.
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2. Assign projects to Project Owners
WiththeapprovedupdatedEATransitionRoadmap,theEACoreteamhastoinformandassigntheprojectstotherespectiveprojectowners.Itisrecommendedthateachprojectcarryoutthefollowing:
a. FormationofProjectTeam(ProjectOwner,ProjectManagerandProjectMembers)
b.BriefingtotheProjectTeambytheEACoreTeamonexpecteddeliverablesandresourcesprovided
c. FormalizecommunicationchannelforProjectTeamtoupdateandreportprogresstotheEAProgramManager.KeyPerformanceIndicators(PKIs)havetobeestablishedsothattheEATransitionRoadmapcanbetrackedandtheoverallprogresscanbeupdatedtotheEAGov-ernanceCommittee.
3. Track and report progress of transition
Lastbutnottheleast,alltheprojectsandmajoractivitiesintheEATransitionRoadmaphavetobetracked.Forconsistent,goodprogrammanagementandtrackingofthevariousprojects,thefollowingarerecommended:
a. Centralizeallreportingintoamanagementdashboardifpossible
b.Determineflagsor indicators tomeasureprojectprogress– i.e.%completionandgreen,amberorredflags
c. Occasionally,reviewtheEAprogrammanagementandlinktotherelevantEAgovernance/managementareasinpreviousstep.TheremayalsobeaneedtoupdatetheEAartifactsasthevariousprojectsprogress(seenextstep).
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Annex A: NORA Summary of Deliverables by StagesThefollowingtablessummarizethedeliverableswithinthedifferentstagesofNORA.
STAGE1:DevelopEAProjectStrategy
Item Description
Summary Thisstagedescribesthekeyactivitiestoresearch,planandobtainapprovaltoembarkontheEAproject.EachgovernmentagencyhastoobtainitsprojectfundingandtoeitherdevelopitsEAinternallyoroutsource.
Purpose Laythefoundationofagovernmentagency’sEAimplementationjourneywithcleardirectionsandcommitments.
Initiation Yesserwillcommunicatewiththee-TransformationCommitteeineachgovernmentagencytoinitiatetheagencyEAimplementation.Govern-mentagenciescanalsorequestanddiscusswithYessertoinitiatetheirEAprogram.
Table 14-4: Stage 1 summary
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Stage /
Step No
Description Deliverable
1 DevelopEAProjectStrategy GovernmentAgency’sEAProjectStrategy
1.1 AnalyzeEAtrendsandcasestudies(bothinternationalandlocalagencies;alsoacrosssamelineofbusiness/segment)
DocumentrelevantEAtrendsandcasestudiesrelatingtothegovernmentagency
1.2 ProvideEAawarenesstogovernmentagency’sbusinessandITleaders
(GovernmentagenciescaninviteYessertobriefonNEA)
UnderstandtheimportanceofEA
1.3 Assessgovernmentagency’se-transformationmaturity(ViaQiyas)anditsalignmentofITtothegovernmentbusiness
Submitandpresenttheassessmentreporttothee-TransformationCommitteeorequivalent.Theassessmentshalldescribetheagency’s:
1. Maturityofitse-transformation
2. Effectivenessofitsbusinessfunctions
3. MaturityonITadoption
4. OrganizationcapabilityonbusinessproductivityanduseofIT.
1.4 Documentgovernmentagency’sEAprojectstrategy
DraftGovernmentAgency’sEAProjectStrategy
1.5 PresentandobtainapprovalfortheEAprojectstrategy
ApprovedGovernmentAgency’sEAProjectStrategybyitse-TransformationCommitteeorequivalent
Table 14-5: Stage 1 steps
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STAGE2:DevelopEAProjectPlan
Item Description
Summary HavingestablishedanapprovedEAProjectStrategy,thegovernmentagencyhastocarryoutthedetailedplanfortheEAproject.ThisstagedescribesthekeyactivitiesinvolvedindevelopingandobtainingapprovalfortheEAproject.
Purpose Thegovernment agencyhas to structure and formappropriate EA team(s)anddevelopthedetailedEAprojectplan.
Initiation ThisstagebeginswiththeendorsementorapprovaloftheEAProjectStrategyinStage1.
Table 14-6: Stage 2 summary
Stage /
Step No
Description Deliverable
2 DevelopEAProjectPlan GovernmentAgency’sEAProjectPlan2.1 UponapprovaloftheProjectStrategy(Step1.4),
proposeandsetup thevariousEAcommitteesand teams such as EAGovernance Committee,EA Working Team, Business-Domain WorkingTeamandtheITWorkingTeam.
ApprovedEAcommitteesandworkingteamsbythee-TransformationCommitteeorequivalent
2.2 Finalize the EA development approach such asscope,budget,schedule,andincludingoutsourc-ingorinsourcingoftheGovernmentAgency’sEAimplementation.AlsoincludetheadoptionofEAculture intoallaspectsofbusinessandITplan-ningandreviews
Approved EAdevelopment approachby e-transformationcommitteeorequivalent
2.3 UponapprovalofSteps2.1&2.2,theEAworkingteamwilldocumentthedetailedEAProjectPlan
DraftEAprojectplan
2.4 PresentandobtainapprovalfortheEAprojectplan
ApprovedEAprojectplanbytheEAGover-nanceCommittee
Table 14-7: Stage 2 steps
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ContinuousGovernance
Item Description
Summary AsEA isamassiveand long-termproject, therearebound tobemanychallengesandissues.Itisvital,therefore,thattheEAgovernanceworkisalsoaddresstoensurethesuc-cessoftheproject.
Purpose ThepreviousstagehasdefinedherolesandresponsibilitiesoftheEAGovernanceCommittee.Hence,thepurposeoftheEAgovernanceisveryclear,i.e.tosteeranddirecttheEAprojecttosuccessfullymeetthegovernmentagency’svision,missionandstrategicgoals.
Initiation Thegovernment agency’s e-TransformationCommittee started the governanceby reviewingandapprovingtheEAProjectStrategyinStage1.TheEAgovernanceofficiallystartedwiththeformationoftheEAGovernanceCommitteeinStage2.NotethattheEAgovernanceisacontinuousactivityaffectingallstages.
Table 14-8: Continuous governance summary
Stage / Step No
Description Deliverable
All ContinuousGovernance SuccessofGovernmentAgency’sEAProject
1. TrackandmonitorthekeyactivitiesanddeliverablesoftheEA.HighlighttoEAGovernanceCommitteeonpotential delays, changes in scope, and lack of re-sources
Programmanagement of Government Agency’sEAimplementation
2. Managetheintroductionandchangestothevari-ousactivitiesintheEA.Inparticular,carryoutac-tivitiesonEAawarenessandpromotion
ChangemanagementespeciallyonawarenessandpromotionofGovernmentAgency’sEA
3. Manage the capability requirements for the EAimplementationthatincludestraining,changestojobscope,andreviewofdivision/departmentor-ganizationalstructures
Capabilitymanagementontheprogressiononthe government agency’s capabilities to carryouttheEAplans
4. Manage the policies and regulations required toimplementthedifferentfactorsoractivitiesoftheEAinthegovernmentagency
Policymanagementonthepoliciesandregu-lationsrelatingtotheEAexecution
5. Manage the performance outcomes of the EA inthegovernmentagency
Performancemanagementonthemetrics,KPIsandoutcomesoftheEA
Table 14-9: Continuous governance steps
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STAGE3:AnalyzeCurrentState
Item DescriptionSummary WiththeapprovedEAprojectplaninplace,theEACoreandworkingteams
canstarttheactualworkbyanalyzingthecurrentstateofthegovernmentagency.Thisstagedescribesthekeyactivities inreviewingandanalyzingthedifferentaspectsofthecurrentstateofthegovernmentagency.
Purpose ThegovernmentagencyhastocarryoutrequirementsstudyanddetailedanalysisofthecurrentstateintermsofbothbusinessandIT.
Initiation ThisstagebeginswiththeendorsementorapprovaloftheEAProjectPlanfromStage2.
Table 14-10: Stage 3 summary
Stage /
Step NoDescription Deliverable
3 AnalyzeCurrentStage a.EARequirements
b.EAEnvironmentAnalysisReports (CurrentBusinessLandscapeand CurrentITLandscape)
c.SWOTAnalysisReport
3.1 GatheranddocumentEArequire-mentsfromvariousstakeholderssuchase-TransformationCommittee,EAGovernanceCommittee,mainbusinessfunctions’stakeholders,andEAworkingteams
GovernmentAgency’sEArequirementsre-viewedbyEAGovernanceCommittee
3.2 GatherandanalyzeGovernmentAgency’sinternalenvironmentsuchasorganizationalcapabilitytoplanandexecutee-transformationplan,busi-nessplanandITplan
Government Agency’s EA environmentanalysis report reviewed by EA Gover-nanceCommittee
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3.3 Gather and analyze Government Agen-cy’sexternalenvironmentsuchasgener-altrendsinEA,UnitedNationsorsimilare-Governmentrankingsincludingrecom-mendations,prioritizednationalprojectsandnewgovernmentpolicies
Government Agency’s EA environmentanalysis report reviewed by EA Gover-nanceCommittee
3.4 PresenttotheEAGovernanceCommittee
EA Governance Committee is informedabout the detailed current state of thegovernmentagency
Table 14-11: Stage 3 steps
STAGE4:DevelopEAFramework
Item Description
Summary This is the stage where a government agency starts to develop its EA. In this stage, the government agency constructs the main pillars such as EA vision & mission, architecture goals & principles, EA Framework, taxonomy, and other related standards that is fundamental to its EA jour-ney.ThegovernmentagencyshouldfocusonbuildingqualityEAframeworkandotherrelevantprocesses.
Purpose ThepreviousstagegavetheEArequirementsandenvironmentanalysisreportssothattheEAteamknowswhatthegovernmentagency’sEAhastoaddress.Thepurposeofstage4istoarchitectimportantEAfundamentalsthatwillsteerandguidetheEAdevelopmentinsubsequentstages.
Initiation This stagebeginswith the completedEA requirements,environmentanalysisreports(bothcurrentbusinessandcurrentITlandscapes)andtheSWOTanalysisreportfromStage3.NotethattheEAGovernanceCommitteemayalsoprovideadditionalstrategicrequirementsattheendofStage3.
Table 14-12: Stage 4 summary
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Stage / Step
NoDescription Deliverable
4 DevelopEAFramework GovernmentAgency’sEAMission,Vision,ArchitectureObjectivesandArchitecturePrincipleStatements
GovernmentAgency’sEAFramework
4.1 AnalyzetheEArequirementsandfindingsfromtheenvironmentreporttoaddressthegaps.Thesegapswouldaddresswhatiscurrentlymissingandalsowhatisrequiredtomeetfutureneeds
Documentgapsi.e.EArequirementsandenvironmentimprovementsneeded
4.2 Carryoutquestionnaireand/orbrainstormingses-sionswithkeystakeholderstodefinetheEAvision,mission,architectureobjectivesandarchitectureprinciples(thesestatementshavetoaddressgapsidentifiedinStep2-1)
DraftEAVision,Mission,ArchitectureObjectivesandArchitecturePrinciples
4.3 PresentandobtainapprovalfromEAGovernanceCommittee
ApprovedEAVision,Mission,Archi-tectureObjectivesandArchitecturePrinciples
4.4 FromtheEAVision,mission,architectureobjectivesandprinciples,definetheEAframeworkstructure
DraftEAFrameworkStructure
4.5 WiththeEAframeworkinplace,designthearchi-tectureelements
DraftEAArchitectureElements
4.6 FilluptheframeworkbydefiningtheEAModelandtherelationshipsbetweenelements
DraftEAModel
4.7 TostandardizetheEAdocuments,createtheEAdocumentationstandard
DraftEADocumentationStandard
4.8 Similarly,toensurequality,definetheEAartifactmanagement processes
DraftEAArtifactmanagementpro-cesses
4.9 Presenttheoutputsfrom4.4to4.8andobtainap-provalfromEAGovernanceCommittee
ApprovedEAFramework
Table 14-13: Stage 4 steps
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STAGE5:BuildReferenceModels
Item Description
Summary The previous section has defined and described the reference models and architectures. Based on the EA framework developed previously, this stage is all about building the reference models so that a government agency can have standard views and taxonomies of key organizational assets and processes such as business, application, data and technology domains.
Purpose Thepurpose of stage 5 is to architect andbuild the relevant EA referencemodelsofthegovernmentagency.
Initiation ThisstagerequirestheEAvision,mission,architecturegoals&principles,and theEAframeworkfromthepreviousstage.Inaddition,thegovernmentagencyneedstorefertoYesser’sNEAReferenceModels.ByreferringtotheNEArefer-encemodels,thegovernmentagencycandeveloptheirownreferencemodelsensuringalignmentwithwholeofgovernmentaswellastoachieveitsEAgoals.
Table 14-14: Stage 5 summary
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Stage / Step No Description Deliverable
5 DocumentGovernmentAgency’sReferenceModels
Government Agency’s ReferenceModels
5.1 Developamodelthatstandardizesperfor-manceelements for improving ITprojectsandtheirquality.ObtainapprovalfromtheEAGovernanceCommittee
Approved Performance ReferenceModel
5.2 Developamodelthatclassifiesanddefinesbusiness functions and related information.Obtain approval from the EA GovernanceCommittee
Approved Business ReferenceModel
5.3 Developamodelthatclassifiesanddefinessharedapplicationsystems/componentsto promote service integrationand reusebyidentifying redundantor correlatedappli-cations.ObtainapprovalfromtheEAGov-ernanceCommittee
Approved Application ReferenceModel
5.4 Develop a model that classifies data anddefinesstandarddatastructurestosupport data architecturedevelopment, data stan-dard,anddatareuse.ObtainapprovalfromtheEAGovernanceCommittee
ApprovedDataReferenceModel
5.5 Developamodelthatclassifiesanddefinestechnologies and technology standards/specifications, which support businessand services.ObtainapprovalfromtheEAGovernanceCommittee
Approved Technology ReferenceModel
Table 14-15: Stage 5 steps
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STAGE6:BuildCurrentArchitecture
Item Description
Summary The focus of this stage is in capturing the current architectures of the governmentagencysothattheagencycanclearlyunderstanditsITandbusinesslandscapes.Thiswouldallowabettervisibilityof the interconnectionsamongdifferentarchitecturesandcomponents,andaidinanalyzingtheagency’sissues,challengesandopportuni-tiesrelatingtobusiness,information/dataandtechnologies.
Purpose Thepurposeofthisstageistoanalyzeanddocumentthestatusofthecurrentgovern-mentagency’sITandbusinesslandscapes.
Initiation Thecompletionoftherelevantreferencemodelsfromthepreviousstage.
Table 14-16: Stage 6 summary
Stage /
Step NoDescription Deliverable
6 BuildGovernmentAgency’sCurrentArchitectures GovernmentAgency’sRelevantCurrentAr-chitectures
6.1 CapturecurrentbusinessandITdata GovernmentAgency’sCurrentData
6.2 Analyzeandbuildthebusinessarchitecturethatdescribes the current business functions, sub-businessfunctions,businessprocesses,businessactivitiesandbusinessservices
GovernmentAgency’sCurrentBusinessAr-chitecture
6.3 Analyze and build the application architecturethat listsall thecurrentapplications(fullyauto-mated, partial automated & manual), and therelationshipsbetweentheseapplicationsandthebusinessfunctions/processes/services
Government Agency’s Current ApplicationArchitecture
6.4 Analyze and build the data architecture thatshows all thecurrent datausedby the govern-ment agency, theusageof databy applicationsincludingdataexchangewithinandexternally
Government Agency’s Current Data Archi-tecture
6.5 Analyze and build the technology architecturethatillustratesthecurrentITinfrastructureusedbythevariousapplications,dataandpeople
Government Agency’s Current TechnologyArchitecture
6.6 CurrentArchitectureAnalysis SummaryofImprovementOpportunities
Table 14-17: Stage 6 steps
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STAGE7:BuildTargetArchitecture
Item Description
Summary Withthecompletionofthegovernmentagency’scurrentarchitectures,thisstagede-velopsthetargetarchitectures.Asablueprintforthegovernmentagencytorealizeitsgoalsanddesiredoutcomesin3to5years,thetargetarchitecturedefinestheimprovedbusinessandITlandscapes.
Purpose Thepurposeof thisstage is toanalyze,designanddocumentthetargetgovernmentagency’sITandbusinesslandscapes.
Initiation Thecompletionoftherelevantcurrentarchitecturesfromthepreviousstage.
Table 14-18: Stage 7 summary
Stage /
Step NoDescription Deliverable
7 BuildGovernmentAgency’sTargetArchitectures GovernmentAgency’sRelevantTargetArchitectures
7.1 Define directions for developing target architecturebyanalyzingenvironmental factorssuchasagency’svision/principles,currentarchitecturesetc.
TargetArchitecturedirection
7.2 Analyze and build the target business architecturebased on architecture principles, current businessarchitecture’s analysis result, and current businessarchitecturedeliverables.
Government Agency’s targetBusinessArchitecture
7.3 Analyze andbuild the target application architecturebased on architecture principles, current applicationarchitecture’s analysis result, and current applicationarchitecturedeliverables.
Government Agency’s targetApplicationArchitecture
7.4 Analyzeandbuildthetargetdataarchitecturebasedon architecture principles, current data architec-ture’sanalysisresult,andcurrentdataarchitecturedeliverables.
Government Agency’s targetDataArchitecture
7.5 Analyze and build the target technology architecturebased on architecture principles, current technologyarchitecture’sanalysisresult,andcurrenttechnologyar-chitecturedeliverables.
Government Agency’s targetTechnologyArchitecture
Table 14-19: Stage 7 steps
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STAGE8:DevelopTransitionPlan
Item DescriptionSummary Withthecompletionofthevarioustargetarchitecturesinthepreviousstage,it
isnowimportanttoplanandmanagethetransitionrequiredfromthecurrentlandscapestothedesiredtargetlandscapes.
Purpose Thepurposeofthisstagetomanagethetransitionbetweenthecurrentstatetothetargetstate.
Initiation Thecompletionoftherelevanttargetarchitecturesfromthepreviousstage.
Table 14-20: Stage 8 summary
Stage /
Step NoDescription Deliverable
8 DevelopTransitionPlan TransitionPlan
8.1 Definetransitionprojects Transitionprojectlist
8.2 Prioritizetransitionprojects Prioritizedtransitionprojectlist
8.3 Createtransitionroadmap Transitionroadmap
8.4 Analyze and document required re-sources and outcomes
Transitionresourceplan
8.5 Obtaininggovernanceapproval Approved transition roadmap and re-sourceplan
Table 14-21: Stage 8 steps
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STAGE9:DevelopManagementPlan
Item DescriptionSummary ThisstageisaboutdevelopingtheEAusageandmanagementplanssothatEA
processesandvaluesbecomeanintegralpartoftheagencystandardoperatingprocedures.ToensurecontinuedEAvaluedeliverytothegovernmentagency,itisnecessaryandimportanttoincorporateEAmanagementplansintothegov-ernmentagency.
Purpose The purpose of this stage is to analyze and document the plan in ensur-ing the EA deliverables are accepted and use by the different stakehold-ers in the government agency.
Initiation Thecompletionoftheactivitiesinthetransitionstage.
Table 14-22: Stage 9 summary
Stage /Step No
Description Deliverable
9 DevelopManagementPlan ManagementPlans
9.1 DevelopEAusageplan EAusageplan
9.2 DevelopEAmanagementplan EAmanagementplan
9.3 Obtaininggovernanceapproval ApprovedEAusageandmanagementplans
Table 14-23: Stage 9 steps
STAGE10:ExecuteandMaintain
Item DescriptionSummary Thisisthelaststagewhereagovernmentagencyexecutesandmaintainsits
EA.HavingcoveredmanystagesintheEAjourney,thislaststageconcernswithtakingactionstomakethegovernmentagency’sEAintoareality.
Purpose Thepurposeof this stage is to implement the EAartifacts thatweredocu-mentedinthepreviousstages.
Initiation Thecompletionoftheactivitiesinthepreviousmanagementstage.
Table 14-24: Stage 10 summary
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Stage /
Step NoDescription Deliverable
10 ExecuteandMaintain On-going maintenance of theGovernmentAgency’sEA
10.1 ImplementtheEAUsage&ManagementPlan Nil
10.2 ImplementtheEATransitionRoadmap Nil
Table 14-25: Stage 10 steps
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Annex B: NEA System and EAMSGovernmentagencieshavemandatetofulfillanddeliverexcellentservicesconcentratedonaparticularvertical.Thesingle-mindedfocusofthegovernmentagencyindeliveringontheirver-ticalisparamountforsuccessofgovernment.However,thereisaneedforbringingawholeofgovernmentview,notonlyforthecoherencyofgovernmentbutalsotoimproveonefficiencyandeffectivenessacrossallverticals.
TheNEAsystemcanbedefinedasacentralnationalrepositoryuseforthepurposeofcaptur-ingandfacilitatingawholeofgovernmentview.ThegoalsandobjectivesfortheNEASystemislistedbelow.
Goals
ThegoalofthisprojectistobuildandoperateaNEAsystemrepositorythataimedatachiev-ingNEAGoalsandObjectives.ThisisrealizedbycapturingtheinformationoutlinedintheNEAMetamodelcoveringelementsofBusinessandIT.
Objectives
1. ImplementNEArepositorysystemtoassistinwhole-of-governmentITplanning
2. Facilitateidentificationofareasforreuseofservices,components,systemsetc.
3. Capturingthebigpictureofwhole-of-governmentITlandscapeandITassets.
B1. NEA System Overview
Thefollowingsystemcontextisusedtorepresenttherelevantsystemsandthekeyusersfromacontextpointofview,theydonotincludethedetailsregardingtheexacttypeofsystemsbeingusedtoprovidetherequiredfunctionality.Thepurposeofthebelowdiagramistoillustratethepossiblesystems/usersthatispartofthesolution.
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NEA Repository system
Agency User
HTTPS
Agency EA
System
NEA System Admin
API
NEA Meta-Model
HTTPS
CSV
Excel
NEA Member
HTTPS
Public User
HTTPS
NEA Data Analyst
HTTPS
Planning System
ProcurementSystem
BudgetSystem
Audit System
National Project System
API
E Gov Action Plan
BRM ARM DRM
Business Service
Transf Plan IT Project App Systm
Sys Fnct Software Hardware
NEA Maturity Model
Workflow
Service Repository E Forms CRM
Qiyas System
API - Sync
Saudi Portal
Yesser Portal
Existing Yesser Systems
Import
WS
WS
WS
NEA Portal
Figure 14-2: NEA System Context
FollowingarethekeyelementsfromtheSystemContextandtheirpurposeintheNEASystem.
Agency User: -UserfromAgency.
Agency EA System:-EAManagementsystemfromanAgency.
Public User:-IndividualUserswhohasaccesstothepublicinformationinNEARepository
External Systems: TheNEArepositorysystemneedstointeractwithotherexternalsystemstogatherspecific information,suchothersystemsaresystemsrelatedtoPlanning,Budgeting,Procurement,AuditandNationalProjectsetc.
GSB: YesserhasestablishedGSBinordertofacilitateintegrationandexchangeofsharedgov-ernmentdataamongvariousagenciesinterlinkingwithGSB.Consideringdependencyofgov-ernmentservicesthatnecessitateinterlinkingandintegrationofeachagencywithotheragen-ciesinordertodeliveraparticularservice,GSBplaysapivotalroleinfacilitatingbusinessandtechnologyintegrationamonggovernmentagencies
OtherExistingYesserSystems:
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OtherrelatedYessersystemsandtherelevantinformationwithrespecttoNEArepositoryarelistedbelow:
1. ServiceRepository:TheServicerepositoryholdstheinformationregardingthecoreservicesde-
liveredbytheGovernmentAgencies
2. QiyasSystem:Thissystemisusedtomeasurethee-Transformationacrossall thegovernment
agencies
3. EForms:AgenciesutilizetheEFormssystemtorequestserviceslikefundrequestfromYesser
4. CRM:TheCRMsystemforYesser,thesystemisMicrosoftCRM
5. SaudiPortal:ItisthenationalportalofKSA,italsoholdstheinformationregardingServicesof-
feredbygovernmentagencies,inadditiontootherrelevantinformation.
6. YesserPortal:TheportalexposesservicesfromYesserprovidedtothegovernmentagencies.
B2. Agency EAMS
TheEAManagementSystemorEAMSisanimportantcomponentintheNEARepositorysystemcontext.
Most agencieswouldprefer to keep their agency-wide information in anEAMS. Thiswouldmakeitconvenientfortheagencytoextract informationfromitsownEAMSandcontributetowardswholeofgovernmentviewwithintheNEARepository.
TheinformationfromEAMScanbesenttotheNEASystemeitherbyusingappropriateAPI’sorviaexportingdatafromtheEAMSandimportingitintoNEASystem.
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Annex C: NEA Meta-ModelC1. Overview of NEA Meta-model
NEAMeta-modelcomprisesofnationalandagencylevelelements.Thenationallevelelementstrytocaptureinformationforwholeofgovernmentapproachfromstrategic,business,technol-ogyanddatapointofview.Agenciesprovideinformationregardingsimilaraspectsaddressingthescopeatagencylevel.Theelementsarelinkedtogetherstrategicallyaswellastaxonomi-callytoprovideend-to-endvisibilitytothee-Governmentecosystem.
Agency E-transformation
plan
Business service(SRS)IT project
Application system
Data HardwareSoftware
Objectives
DRM ARM
Data Centre
Figure 14-3: NEA Meta-Model
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C2. Objectives of NEA Meta-Model
The primary objective ofNEAMeta-model 1.0 is to define awhole-of-government nationalMeta-modelandtowardestablishingawhole-of-governmentarchitecture.Otherobjectivesareaslistedbelow:
1. Enhancingunderstandingaboutagency’sEAcomponentsandstandardrelatedinformation
2. Proposingnecessaryitemsthatagencyshouldapplyinordertolinkagency’sEAinformationwith
whole-of-governmentNEA
3. Capturingthecurrentarchitectureofwhole-of-governmentatthesametimekeepingitminimal-
isticdemandsforagencies
4. Providingsufficientlinkagestoensureconsistency
5. Flexibilitytoaccommodatemoreelementsinfutureasneedarises.
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C3. NEA Meta-Model Classes
Component Property ItemDomain
Domain Restric-
tionExplanation
Agencye-TransformationPlan
ID ID ID
Name NameNameofAgencye-Transfor-mationplan
Description ContentDetaileddescriptionofAgencyE-transformationplan
PlannedStartMonth
Date
PlannedEndMonth
Date
Budget CurrencyBudgetallocatedforthisPlan
Objective
ID ID IDofObjective
Objective Name Objective
Description ContentDetaileddescriptionofObjective
RelateditemsAgencye-TransformationPlan
Agencye-Transfor-mationPlanID
RefID
ITProject
Name Name NameofITproject
Description ContentDetaileddescriptionofITproject
MoFProjectcode
Code MoFProjectcode
Type Enum
Consultation
Development
Purchasing
Maintenance&Operation
Licensing
OthersAllprojecttypesratherthantheabove
⋅Othertypes ContentDetailedcontentsincaseITprojecttypeisothers
Status Code
Inpreparation
Ongoing
Close
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Component Property ItemDomain
Domain Restric-
tionExplanation
StartmonthMonth/Year
MM/YYYY
Projectstartmonth/yearinGregorian
Ex)05/2013
EndmonthMonth/Year
MM/YYYY
Projectendmonth/yearinGregorian
Ex)05/2014
ProjectOwner Ex)Yesser,MCIT,etc.
RelateditemsAgencye-TransformationPlan
Agencye-Transfor-mationPlanID
RefID
Objective ObjectiveID RefID
Applicationsystem
Name Name
NameofAppsystem
Ex)ERPsystem,HRsystem
Introductionmethod
Enum
Purchase
ClassificationofApp,sys-tem’sintroductionmethod
Disseminationfromotheragencies
OutsourcingDevelopment
Self-Development
Others
⋅Othermethods
ContentDetailedcontentsincaseintroductionmethodisothers
Purpose Content
Objectiveofcommonsystem’sintroduction
⋅reasonforbeingdevel-oped,forwhichbusinessitwasdeveloped,etc
DevelopmentYear
Year YYYY
InitialdevelopmentyearofApplicationsysteminGregorian
Ex)2010
Developmentlanguage
Code
Java
ProgrammingLanguageorDevelopmenttoolusedtobuildthisapplication
C,C++,.net
OracleDeveloper/ADF
PHP
Others
DevelopmentLanguageVersion
VersionDevelopmentLanguageVersion
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Component Property ItemDomain
Domain Restric-
tionExplanation
Otherlan-guages
ContentsDetailedcontentsincaseDevelopmentlanguageisothers
ApplicationDomain
Enum
AcquisitionManagement
CustomerService
EmergencyManagement
FinancialManagement
GrantsManagement
WorkforceManagement
HumanResourceManage-ment
Legal
PhysicalSafety
PropertyandAssetManage-ment
SecurityManagement
SystemsManagement
ApplicationUserInterface
Enum
WebBasedApplication
WindowBasedApplication
Others
TypeofSer-viceDelivered
Enum
CoreBusinessServices
SupportiveBusinessServices
InternalUseOnly
⋅RelatedLaw NameThenameofApp.systemrelatedLaw
Totaldevelop-ment cost
Number SAR
TotalcostofApp.systemdevelopmentexcludinghardwareandsoftware
Ex)100,000SAR
Annualmain-tenance cost
Number SAR
TotalcostofApp.systemmaintenanceexcludinghardwareandsoftwaremaintenance
Ex)100,000SAR
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Component Property ItemDomain
Domain Restric-
tionExplanation
CloudPlan Enum
Yes
WeatherApp.systemhascloudplanornot
No
Alreadyadopted
Don’tknow
Relationships
Data
Name
Hardware
Name
Software
Name
ITproject
Name
Busi-ness ser-vice
Name
Hardware
Name
Type Enum
Server
Typeofintroducedhard-ware
Storage
Securitytool
BackupTool
Others
⋅Othertypes Content
Writingdownrelevantde-tailedcontentsincasethetypeofhardwareisothers
Ex)L4switch,Scanneretc.
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Component Property ItemDomain
Domain Restric-
tionExplanation
Hardware
⋅Detailedtypeofhardware
Enum
Serv-er
Unix
NT(Windows)
Linux
Mainframe
Others
Stor-age
SANStorage
NASStorage
Others
Secu-ritytool
Firewall
IPS/IDS
VPN
DDos
Others
Back-up Tool
Tapelibrary
VTL
Others
Oth-ers
Vender Enum
HP
Nameofhardwaremanu-facturer(writingdownmanufacturer’sname,notsupplier’sname)
IBM
SUN
FUJITSU
DELL
HITACHI
INTEL
EMC
HITACHI
BROCADE
McDATA
ADIC
Overland
Quantum
Others
Modelname NameNameofhardwarenamedbyitsmanufacturer
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Component Property ItemDomain
Domain Restric-
tionExplanation
Hardware
OSname Enum
AIX
NameofOSloadedinhardware
Linux
Windows
HPUnix
Solaris
Others
⋅OtherOSnames
ContentWritingdownOSnameincaseOSnameisothers
Introductionyear
Year YYYY
Writingdowntheyearwhenthemachineisin-stalledinGregorianyear
Ex)2009
BusinessSeverity
Enum
MissionCritical
Critical
Medium
Low
Totalcost Number SAR
Totalcostofthehardwareinstallation
Ex)100,000SAR
Annualmain-tenance cost
Number SAR
Thecostofhardwarean-nualmaintenancecost
Ex)100,000SAR
Software Name Name
Softwaremeanscommon use or sharingsoftware
⋅inputtingitwiththeformof‘hard-warename_soft-warepurpose’
Ex)ERP_DBserver_DBMS,ERP_DBserver_WAS,etc.
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Component Property ItemDomain
Domain Restric-
tionExplanation
Software
Type Enum
Operatingsystem
WEB/WAS
Middleware
DBMS
Modelingtool
Graphictool
VirusVaccine
Others
⋅Othertypes Content
Vender Enum
CentOS
Nameofsoftwaremanu-facturer(writingdownmanufacturer’sname,notsupplier’sname)
Ex)Oracle
HP
IBM
Microsoft
RedHat
Oracle
SUSE
VMware
Apache
MySQL
SAP
PostgreSQL
Others
NameofSW Name
Nameofsoftwarenamedbyitsmanufacturer
Ex)OracleDBMS10g
Introductionyear
Year YYYY
WritingdowntheyearwhentheSWisinstalledinGregorianyear
Ex)2009
Totalcost Number SAR
TotalcostoftheSWinstal-lation
Ex)100,000SAR
Annualmain-tenance cost
Number SAR
ThecostofSWannualmaintenancecost
Ex)100,000SAR
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Component Property ItemDomain
Domain Restric-
tionExplanation
Software
LicensePolicy Code
User
Software’slicensemanage-mentpolicy
CPU
Server
Site
SimultaneousAccess
Others
Otherlicensepolices
ContentRelevantdetailedcontentsincaselicensepolicyisothers
Numberoflicense
Number
Data
Name Name
Nameofdata
⋅Itisa‘dataentity’whichrepresentsadatasubjectfromthecommondatamodelthatisusedintheconceptualorlogicaldatamodel.(SeeAppendix)
Description Contents
Type EnumStructured
UnStructured
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Component Property ItemDomain
Domain Restric-
tionExplanation
DataDataClassification
Enum
Location,
Pollution,
OverseasSaudi,
TrafficInformation,
Weather,
Law,
Licensing,
Policy,
Individual,
PublicOfficial,
Resident,
Umrah&HajVisitor,
RelationshipbetweenIndi-vidual&Organization,
Organization,
PoliticalService,
NationalService,
Document,
Patent,
Library,
Statistics,
BookCategories,
NaturalResources,
MovableAsset,
HumanResources,
Realestate,
Budget,
Accounting,
TangibleAssets,
IntangibleAssets
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Component Property ItemDomain
Domain Restric-
tionExplanation
Data Centre
Name Name Nameofdata
⋅Itisa‘dataentity’whichrepresentsadatasubjectfromthecommondatamodelthatisusedintheconceptualorlogicaldatamodel.(SeeAppendix)
Classification Enum Tier1
Tier2
Tier3
Tier4
Location Name
Table 14-26: NEA Meta-Classes
Component Property Item DomainDomain
RestrictionExplanation
Business
service
AgencyName Name
Nameofbusinessservice Name
Businessservicedescription Content
ServiceNumber Text
ServiceOutput Name
Table 14-27: NEA business service Meta-Class
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Annex D: e-Government Transformation PlanD1. Mandates of A Government Entity
Everygovernmentagency in theKSAhas specificmandates to fulfill for instance thee-GovernmentprogramofYesserwasfoundedsincethegovernmentofKSAattachesgreatimportancetotransformationtoe-Government,duetotheenormousbenefitsofe-Gov-ernmentconceptstothenationaleconomy.
RoyalDecree (133)dated21/05/1424assigned responsibility towardsmanagement,planninganddevelopmentoftheCITsector,includinglaunchinge-Government,toMinistryofCommunicationandInformationTechnology(MCIT).
RoyalDecree(7/B/33181)dated10/07/1424HreferredtoMCITtheresponsibilityofestablishingaplantodelivere-Governmentservicesandprocurementofnecessaryresources.
WhichresultedintheformulationofYesserasanentitywithmandatesthatitneedstodeliveron.Basedonthisanentitywouldestablishtheirvision,missiongoalsandobjectives.
D2. Strategic e-Government Transformation in an Agency
“StrategicManagementistryingtounderstandwhereyouwillfitintomorrow’sworldandde-cidingwhereyouwanttobeand–gettingthere”:-JackWelch
Thebusinessstrategytriestoanswer3to4fundamentalquestions:
• Whomtoserve?-WHO
• Whattooffer?-WHAT
• Howtoserve?-HOW
• WhoshouldServe?–BYWHOM
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TheWHOandWHATarepartofbusiness strategyand isdictatedby thegovernmentagencymandates.HOWandbyWHOMisaddressedbymeansofstrategicmanagement.ThebusinessStrategyandstrategicmanagementareguidedbyVision,MissionandObjectivesofthegov-ernmentagencyandtheNationalStrategyandSaudie-Governmentactionplans.
Soitisexpectedthatanagencyhasabusinessstrategy,capturedbytoolslikebalancescorecard, strategicmanagement (and implementation) captured by tools like value chain or 7sframework.
InorganizationsthathaveasizableandmatureITdivisionwoulddeveloptheirownITstrategyinlinewiththeBusinessStrategyoftheagency.
Thediagrambelowdescribesthevariouscomponentsofstrategymanagementinanorga-nization.
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Agency Mandates
MissionVision Objectives
Business Model Today Business Model Tomorrow
Business Strategy
IT Strategy
National Strategy & e- Government
Action Plan
Bala
nce
Scor
e Ca
rdVa
lue
Chai
n
Figure 14-4: Components of Strategic Management in government agency
D3. Overview of e-Government Transformation Plan
Thee-GovernmentTransformationPlanisaroadmapfortheagencytotransformfromthecur-rentstatetoanorganizationallyoptimizedandseamlesslyintegratedbusinessfunctionsandpro-cessessupportedbyanefficientICTcapabilityusingEnterpriseArchitectureMethodology.Theultimateobjectiveoftheplanistohelpthegovernmentagenciesbecomemorecitizen-centered,servicefocused,efficient,processdrivenandresultoriented.Theplanmainlyfocusesonimprov-inggovernmentprocesses,connectingtocitizens(throughe-Services)andbuildingstandardinter-actions/integrationswithinandacrosstheagencies.
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D4 How to use NORA for developing e-Government Transformation Plan
Theorganizationisrequiredtomapitscurrentandfuturearchitecturestatesinrelationtothebusinessand ITperspectivesandsubsequentlyprepareanarchitectureroadmapand imple-mentationgovernancethatclosesthegapbetweenthetwostates-inotherwords,ablueprintoftheorganization’sICT-enabledbusiness.
ByutilizingNORAtheagencyproducesthefollowingdeliverables:
• CurrentArchitecture–Bycompletingstage6ofNORA(BuildCurrentArchitecture)
• TargetArchitecture–Bycompletingstage7ofNORA(BuildTargetArchitecture)
• Analysisthatidentifiestheshortfallsofthecurrentstateintermsofitsabilitytosupporttheobjectivesandstrategiesofthebusiness,withrespecttofuturestate(PartofStage6andStage7ofNORA)
• TransformationPlan(i.e.e-GovernmentStrategicTransformationPlan)thatdefinestheinitiativesrequiredtomigratefromthecurrentstateintothefuturestate.Thisisdeliveredaspartofstage8ofNORA.
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Agency Mandates
MissionVision Objectives
Business Model Today Business Model Tomorrow
Business Strategy
IT Strategy
National Strategy & e- Government
Action Plan
Transformation Plan
Bala
nce
Scor
e Ca
rdVa
lue
Chai
n
Figure 14-5: Linking strategy and e-Government transformation
TheactivitiesthatneedtobeperformedincarryingoutthisexerciseisnotexactlyITdriven,itislinkeddirectlytogovernmententitymandates,NationalStrategyandActionPlans,businessstrategyandstrategymanagementofthegovernmententity.Thisalsoimpliesthattheade-quateinvolvementofnotonlyexecutivesoftheagencybutalsothestrategicandoperationalstakeholdersareneededaswell.Figure14.5illustratesthelinkageofe-Transformationplanwithcomponentsofstrategywithintheagency.
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D5. Relevant Artifacts for e-Government Transformation
Theagencye-GovernmentTransformationplancomprisesartifactsthatrepresent:
• CurrentStateEnterpriseArchitecture
• ArtifactsrelatedtoCurrentBusinessArchitecture
• ArtifactsrelatedtoCurrentApplicationArchitecture
• ArtifactsrelatedtoCurrentDataArchitecture
• ArtifactsrelatedtoCurrentTechnologyArchitecture
• FutureStateEnterpriseArchitecture
• ArtifactsrelatedtoFutureBusinessArchitecture
• ArtifactsrelatedtoFutureApplicationArchitecture
• ArtifactsrelatedtoFutureDataArchitecture
• ArtifactsrelatedtoFutureTechnologyArchitecture
• Analysisthatidentifiestheshortfallsofthecurrentstateintermsofitsabilitytosupporttheobjectivesandstrategiesofthebusiness,withrespecttofuturestate.
• Artifacts that listsnew ideas,gapsandopportunities for improvement inBusiness,Application,DataandTechnologyDomains
• TransformationPlan(i.e.e-GovernmentStrategice-TransformationPlan)thatdefinestheinitiativesrequiredtomigratefromthecurrentstateintothefuturestate.
• ArtifactthatRepresentse-GovernmentTransformationPlan,whichcompriseoflogi-callygroupedprojectslinkedtotheabovelist,theirprioritiesandtheirrespectivetimelines.
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Business Model Today Business Model Tomorrow
Transformation Plan
Business
Applications
Data
Technology
Business
Applications
Data
Technology
NORA
EA P
ract
ice
Figure 14-6: Relevant artifacts for e-Government Transformation Plan
Thee-GovernmentTransformationPlancompriseofasetofNORAArtifactsandNORAWorkProducts,artifactsaretheenddeliverablesfromaNORAstage,whereasworkproductsaretheinterimdocumentationordatacollectedorreportsmadewhilecreatingthosedeliverables.
Thebelowtableshowstheexhaustivelistoftheartifactspartofthee-GovernmentTransforma-tionPlan.
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NORA Stage NORA ArtifactsNORA Work
Products
DevelopEAStrategy,DevelopEAProjectPlanandAnalyzeCurrentState.
EAStrategy Agency’sVision,Mission,ObjectivesandInitiatives.
SWOTAnalysis AgenciesITProjectList
CurrentITLandscape
DevelopEAFramework AgenciesEAMission,Vision,Objectives
AgenciesArchitecturePrinciple
AgencyPRM,BRM,ARM,DRM,TRMwhereverapplicable
BuildCurrentArchitectureandTargetArchitecture
OrganizationChart
BusinessFunction
BusinessProcess
ServiceCatalogue
BuildCurrentArchitectureandTargetArchitecture
ApplicationOverview
ApplicationCatalogue
ApplicationFunction
ApplicationRelationship
BuildCurrentArchitectureandTargetArchitecture
DatamodelOverview
DataflowDiagram
DataLogicalDiagram
DataDictionary
DatabasePortfolioCatalogue
BuildCurrentArchitectureandTargetArchitecture
InfrastructureOverview
InfrastructureDescription
HWandSWCatalogue
BuildCurrentArchitecture,TargetArchitectureandBuildTransitionPlan
CurrentArchitectureAnalysis ListofImprovementIdeasorGapAnalysisDirectionsforTargetArchitecture
TargetBA,AA,DA,TA
PrioritizedProjectList
ProjectRoadmap
TransitionPlan
Table 14-28: List of artifacts for e-Government Transformation Plan
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D6. Exhaustive list of e-Government Transformation artifacts
Theexhaustivelistofartifactsthatareofuseinbuildingthee-GovernmentTransformationplanislistedbelow,althoughallofthemarenotmandatorybutitdoeshelpinconstructingabetterpictureandhencetoplanbetter.1. Vision2. Message/Mission3. StrategicGoals4. Risks&Challenges5. Stakeholders6. Values&Principles7. ConceptualModel8. OrganizationalStructure9. Services10. Processes11. BusinessRequirements12. BusinessGaps13. ListingApplications14. ListingApplicationsModules15. RelationsbetweenApplications16. ApplicationsRequirements17. ApplicationsGaps18. DataEntities19. RelationshipsbetweenDataEntities&Applications20. RelationshipsbetweenDataEntitiesandBusinessStructure21. MethodsofDataManagementanditssecurity22. DataRequirements23. Data Gaps24. ListingTechnologyComponents.25. TechnologyReferencesDefinition.26. ReferencesofTechnologysecurity.27. RelationshipsbetweenTechnologyComponents&InformationSystems.28. TechnologyInfrastructureRequirements29. CountingTechnologyGaps30. GapsListing31. Definitionofinitiativesandfutureprojects32. RoadmapforTransformation
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Annex E: NEA EA maturity modelTheNEAmaturitymodeliscomposedoffourareascoveringthemostimportantaspectsoftheArchitecturepractice:
• Architecturedevelopmentarea
• Architectureprocessarea
• ITInvestmentandacquisitionstrategyarea
• EnterpriseArchitecturearea
Architecture development area
• Description:IsthearchitecturedescribedandhowelementsofbusinessandIT(applica-tion,dataandtechnology)arecollectedandrepresentedinalandscape.Howallofthisislinkedtotheagency’sstrategyandbusinessobjectivesandisitanalyzedtoimprovethecurrent state
• Rationale:AllagenciesmusthaveaformaldescriptionoftheirITandBusinessbasedoninventoriesandcatalogsalongwithdependenciesbetweenthiselementsanditsstrategy.ThisdescriptionenabletheagencytoanalyzeandimproveitsITtoalignitwithBusinessandStrategy
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Level Assessment guide
Initial
(Level1)
QuestionHasAgencyconductedanenumerationofexistingBusinessrelatedtoServices,BusinessProcesses,BusinessFunctions,andOrganiza-tionalStructureetc.?
Stakeholder Business
Description
AgencyhasasharedandcentraldescriptionofbusinesselementsrepresentedascatalogueordiagramsuchasValueChain,Orga-nizationchart,Businessprocesses;Detailedbusinessfunctionsandservices.Thesedescriptionscouldhavebeenproducedinanarchitectureorprojectactivity
Activity
Theagency(andITdivision)captureandcollectinformationaboutbusinessfunctionandprocesses
Theagencycentralizeandsharethisbusinessdescriptionandlandscape
Thedescriptionmustbeupdatedregularly
LinktoNORA Stage6BuildCurrentArchitectureStep6-2
ArtifactsOrganizationChart,BusinessFunction,BusinessProcess,ServiceCatalogue
Underdevelopment
(Level2)
QuestionHasAgencyconductedanITenumerationandcollectedinformationofApplications,DataandTechnologycomponents?
StakeholderIT-Application
IT-Infrastructure
Description
ThereisaninventoryorcataloguesofITelementsuchasappli-cations,modules,databases,tables,servers,andsoftwareandnetworkelements.Thisinventoryiscentralizedandsharedwithstakeholdersandupdatedregularly
Activity
Theagency(andITdivision)mustcaptureandcollectinformationaboutITapplications,dataandinfrastructuresTheagencymustcentralizeandsharethisITdescriptionandlandscape Thedescriptionmustbeupdatedregularly
LinktoNORA Stage6BuildCurrentArchitectureSteps6-36-4and6-5
Artifacts
ApplicationOverview,ApplicationCatalogue,ApplicationFunction
ApplicationRelationship,DatamodelOverview,DataflowDiagram
DataLogicalDiagram,DataDictionary,DatabasePortfolioCata-logue,InfrastructureOverview,InfrastructureDescription,HWandSWCatalogue
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Defined
(Level3)
QuestionHastheagencyanalyzedissueswiththeBusinessdeliveryorITinfrastructuresoastoimprovethem?
Stakeholder
Business
IT-Application
IT-Infrastructure
DescriptionTherehasbeenanassessmentofthecurrentsituationintermofbusinessandITwithgapanalysistoidentifyareasofimprove-ments
ActivityTheagencymustconductgapanalysisbasedonthebusinessandITdescription Theagencymustidentifyissueswiththecurrentsituation.
LinktoNORA Stage3AnalyzeCurrentState
Artifacts
CurrentITAnalysis,BusinessProcessRe-Engineeringdocu-ments,DocumentsrelatedtoTargetITstateforApplications,Data,Technologyetc,PrioritizedProjectList,ProjectRoadmap,TransitionPlanetc
Utilized
(Level4)
QuestionHasAgencyestablishedlinkagesanddependencyamongAgency’sVision,Mission,Objectives,BusinessandIT
Stakeholder
Business
IT-Application
IT-Infrastructure
Description
TheagencyhasmappedtheITwithbusinesselements(forex-amplemappingbusinessprocesseswithITapplicationsanddataentities).FurthermoreAlinkagehasbeenestablishedbetweenstrategycomponentandbusinesselement
Activity
Theagencymustlinkbusinessprocesseswithstrategicgoalsandobjectives TheagencymustlinkbusinesselementwithITcomponentimplementingthem
LinktoNORA Stage6BuildCurrentArchitectureSteps6-2,6-3,6-4and6-5
Artifacts
AgencyMeta-Model,
ArtifactsorreportsthatshowthelinkagefromBusiness,Ap-plication,Data,Technology.
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Optimized
(Level5)
QuestionDoestheAgencycontinuouslyimproveontheusageofBusinessandITlandscapeviews?
Stakeholder
Business
IT-Application
IT-Infrastructure
DescriptionForexampletheseviewsareconsistentlyconsumedandim-provedforplanning/development/executionofprojectsandprograms.
Activity
TheagencymustmeasuretheusageofBusinessandITlandscapeviews TheagencymustdefineanimprovementactionplanfortheusageofBusinessandITlandscape
LinktoNORA Stage-7BuildTargetArchitecture
Artifacts ImprovedandupdatedBusinessandITlandscapeartifactslist.
Table 1429: EA maturity Architecture Development Area
Architecture process area
• Description:TowhichextentArchitectureprocessesaredefined,appliedandoptimizedandhowtheyareintegratedwithITprocesses
• Rationale: Theagencymust integrate architecture in its ITprocesses likeProjectManage-ment,SDLCandChangeManagementanddefinehowarchitecturedocumentsandartifactarecreated,maintainedandmanaged.Theagencymustalsointegratearchitecturedeliver-ablesandrequirementsinITProcurementandProjectprocesses
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Level Assessment guide
Initial
(Level1)
Question Hastheagencydevelopedaplantodefinearchitectureprocesses?
Stakeholder Business
IT-Application
IT-Infrastructure
Description Theagencyisawareoftheimportanceofarchitectureprocessesandthushasdefinedaprojecttodefinetheseprocessesinitsannualac-tionplan
Activity TheagencyshouldhavedonepresentationandtrainingonArchitec-ture processes
TheannualactionplanshouldincludeArchitectureprocessesdevel-opment
LinktoNORA Stage2DevelopEAProjectPlan
Artifacts ITAnnualActionPlan
Under
development
(Level2)
Question Agencyisdevelopingprocessesforcreatingandmaintainingdocu-mentsthatdescribesBusinessorITArchitecture.
Stakeholder IT-PMO
IT-QualityandProcesses
Description Theagencyisdevelopingthefollowingbasicprocesses:
• CreationofITArchitecture
• CreationofBusinessArchitecture
• MaintainingofITArchitecture
• MaintainingofBusinessArchitecture
• Identifyingstakeholders,activities,rulesandcycleforeachprocess
Activity Theagencymusthaveacurrentprojecttodevelopprocessesforcreat-ingandmaintainingBusinessandITdescriptions Theagencymustshowinitialarchitectureprocessevenifitisnotdeployedandusedinacoherentway
LinktoNORA ContinuousGovernance
Stage9DevelopManagementPlan
Artifacts SDLCprocessdocumentation,ITpoliciesdocumentation,CorporateGovernancepoliciesandprocesses.ITDivisionorganizationChart.AgencyOrganizationChart,ServiceCatalogueetc.relevantRACImatrix
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Defined
(Level3)
Question SelecttheprocessesAgencyhasdefinedformanagingarchitecture
[]ArchitectureChangeManagement
[]Architecturewaiver/exceptionprocess
[]ArchitectureDevelopmentProcess
Stakeholder IT-PMO
IT-QualityandProcesses
Description Theagencyhasdefinedclearlyandimplementedthefollowingpro-cessestomanagearchitecturedeliverables:
- Architecturedevelopmentprocess:OnhowtocreateBusinessandITartifactsanddeliverables
- Architecturechangemanagement:Onwhoisresponsibleandhowtomaintainandupdatearchitectureartifactsanddeliverables.ThisshouldbelinkedtoProjectSDLC
- ArchitectureWaiver/Exception:OnhowtodefineandenforceITandbusinesstargetarchitectureandstandardsthroughouttheprojectsandwhentoacceptexceptions
Activity Theagencymusthaveprocessdocumentationforthedefinedprocess Theagencymustprovethattheprocessareappliedanddeployed Theagencymustconfirmthattheprocessiscoherentlyusedthrough-outitsactivities
LinktoNORA ContinuousGovernance Stage9DevelopManagementPlan
Artifacts ArchitectureChangeManagementprocessdocumentation
Architecturewaiver/exceptionprocessdocumentation
ArchitectureDevelopmentProcessdocumentation
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Utilized
(Level4)
Question Agencyhasclearlydefinedagencywideprocessesfor
[]ArchitecturePerformanceManagement
[]ITProcurementProcessManagement
[]ArchitectureCapabilityManagement
[]ArtifactReleaseManagementProcess
Stakeholder IT-PMO
IT-QualityandProcesses
Description Theagencyhasdefinedclearlyandimplementedthefollowingad-vancedprocesses:
- Artifactreleasemanagement:tomanagethereleaseprocessofarchitectureartifacts
- Architecturecapabilitymanagement:tomanagehowarchitecturetasksandactivitiesaredoneandwhoisresponsibleofthem
- Architectureperformancemanagement:todefinewhataretheKPIsthearchitectureshoulddefineandhowtheyarecollected
- ITProcurementprocessmanagement:Howtheprocurementprocessisimpactedbyarchitecturestandardsanddeliverables
Activity TheagencymustproduceprocessdocumentationforthedefinedprocesswithaclearRACImatrix Theagencymustprovethattheprocessareappliedanddeployedthroughmeetingminutes,deliverablesandactionplans Theagencymustconfirmthattheprocessiscoherentlyusedthrough-outitsactivities
LinktoNORA ContinuousGovernance Stage9DevelopManagementPlan
Artifacts ArchitecturePerformanceManagementProcessdocumentation
ITProcurementProcessdocumentation
ArchitectureCapabilityManagementProcessdocumentation
ArtifactReleaseManagementProcessdocumentation
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Optimized
(Level5)
Question TheArchitectureprocessesareoptimizedandcontinuouslyimprovedbasedonqualitymetrics
Stakeholder IT-PMO
IT-QualityandProcesses
Description Theagencycapturesarchitecturequalitymetricsandusethemtoimprovearchitectureprocessesalreadydefinedandtooptimizethemforbetterresults
Activity TheagencymusthavedefinedqualitymetricsforArchitectureprocesses Theagencymustsuperviseandcontrolthesemetricstoensureprocessesarewelldeployed TheagencymusthaveanimprovementactionplanforArchitectureprocesses
LinktoNORA ContinuousGovernance Stage9DevelopManagementPlan
Artifacts Architectureprocessesdocumentation.ArchitectureKPIdocumen-tation,ArchitecturePolicydocumentation,architecturegovernancedocumentation.ShowingcontinuesimprovementmatricesandKPIsandrelatedprocess.
Table 1430: EA maturity Architecture Process Area
IT Investment and acquisition strategy area
• Description:TowhatextentdoestheEnterpriseArchitectureinfluencetheITprocurement(orproject)andacquisitionstrategy
• Rationale:AllplannedITacquisitionsandpurchasesareguidedandgovernedbytheEA.RFIandRFPevaluationsareintegratedintotheEAplanningactivities.AllITinvestmentshavetobeperiodicallyevaluatedbasedonKPIs.
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Level Assessment guide
Initial
(Level1)
Question DoestheorganizationrecognizesITprocurement(orproject)strat-egyorhasaplantoestablishit?
Stakeholder IT-Procurement IT-PMOandProjects
Description TheagencyisawareoftheimportanceofdefiningITprocurementandprojectstrategyinalignmentwiththeireTransformationplan
Activity TheagencyshouldhaveaplantodefineITprocurementstrategy
LinktoNORA ContinuousGovernance
Stage10ExecuteandMaintain
Artifacts ITprocurement(orproject)strategy
Under
development
(Level2)
Question DoesITdivision(oroperationunit)havethestandardtemplatesofITprocurement(orproject)suchasRFI,RFP?
Stakeholder IT-Procurement IT-PMOandProjects IT-QualityandProcesses
Description TheITdivisionintheagencyhasdefinedastandardtemplateforITprocurementandprojecttomakesurethereisastandardizedwayforconductingprocurementandprojects
Activity TheagencymusthavedefinedstandardtemplateforRFI,RFP…etc. ThestandardtemplatesmustbecommunicatedthroughouttheITdivision Thestandardtemplatesshouldbeusedconsistentlyforallprojects
LinktoNORA ContinuousGovernance Stage10ExecuteandMaintain
Artifacts StandardtemplateforRFI,RFP
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Defined
(Level3)
Question DoITdivision(oroperationunit)haveITprocurement(orproject)standardguidelinesforanagency?
Stakeholder IT-Procurement IT-PMOandProjects
IT-QualityandProcesses
Description TheagencyhasdefinedastandardguidelineforItprocurementandprojectbasedonthearchitectureprinciples,standards,rulesandguidelinestomakesurethatallinvestmentsarealignedwiththetargetarchitecture
Activity TheagencymusthavedefinedastandardguidelineforITprocure-mentandprojectinaccordancewitharchitecture Theagencymustcontrolthatthestandardguidelineisappliedconsistently
LinktoNORA ContinuousGovernance
Stage10ExecuteandMaintain
Artifacts ITprocurement(orproject)guideline
Utilized
(Level4)
Question AreallITprocurement(orprojectactivities)alignedwiththeplan(procurementorITtransformationplan)andevaluatedregularlybasedontheperformanceindicators?
Stakeholder IT-Procurement
IT-PMOandProjects
IT-Strategy
Description TheagencycontrolsprocurementandprojectactivitiestomakesuretheyarealignedwiththeTransformationplan.Performanceindica-torsoftheplanareusedtoevaluatethesesactivitiestomakesuretheycontributepositivelytotheplan
Activity TheagencymusthavedefinedperformanceindicatorsfortheTrans-formationplan TheITprocurementandprojectactivitiesarealignedwiththeTrans-formationplan TheagencyevaluateshowtheITprocurementandprojectactivitiescontributetotheperformanceindicators
LinktoNORA ContinuousGovernance Stage10ExecuteandMaintain
Artifacts ITprocurementplan(orITtransformationplan)withITperformanceindicators,ITperformanceevaluationresult.
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Optimized
(Level5)
Question DoallITprocurement(orprojectactivities)arecontinuouslyim-provedbasedonperformanceresults?
Stakeholder IT-Procurement IT-PMOandProjects
Description Theagencychecksperformanceresultsandusethemtocontinu-ouslyimprovetheITprocurementandprojectactivitiestooptimizethemsotheycancontributeactivelytothetransformationplan
Activity TheagencymusthavedefinedperformancemetricsforITprocure-mentandprojectactivities Theagencymustsuperviseandcontrolthesemetricstoensureprocessesarewelldeployed TheagencymusthaveanimprovementactionplanforITprocure-mentandprojectactivities
LinktoNORA ContinuousGovernance Stage10ExecuteandMaintain
Artifacts ITprocurement(orproject)performanceevaluationresult.
Table 1431: EA maturity IT Investment & Procurement Strategy Area
Enterprise Architecture Area
• Description:ThefocusinthisareaistheEApracticeandtowhichextenditisimplementedandusedintheagencyintermofsponsorship,organization,skills,toolsandbenefits.
• Rationale:EachagencymustdefinetherightEAorganizationwithahighsponsorship,ahighskillspool,therighttoolwitharelevantusage.Basedonallofthis,theEApracticeanddeliverablesmustdriveandhighlyimpacttheETransformationPlan
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Level Assessment guide
Initial
(Level1)
Question DoestheorganizationhaveanEAFunction?
ODonothave
Oasaroleassigned
Oasanorganizationunit
Oplanninginthefuture
Stakeholder IT-EA
Description TheagencyhasdefinedanEAfunctionthroughdifferentmeasures:
- Aroleassignedtoanexistingfunctionintheorganization
-Aspecificorganizationunitwithdefinedrole,tasksandresources
-Amajororganizationwithadequatebudget,resourcesandplan
Activity TheagencyhasdevelopedanEAvisionandstrategy TheagencyhasidentifiedandappointedaChiefEnterpriseArchitectandhasidentifiedresourcesrequirement TheagencyhasdefinedtheroleandresponsibilitiesofEnter-priseArchitecture
LinktoNORA Stage2DevelopEAProjectPlan ContinuousGovernance
Artifacts Decreeororganizationalstructure
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Underdevel-opment
(Level2)
Question TowhatextentdoesthehighmanagementembracingtheEAfunction?
OCIO
OSteeringCommittee
OITdirector
OCEO
ONA
Stakeholder IT-CIO
Description ThelevelofcommitteemenofthemanagementtoEAfunc-tionistobeprovenbythepositioningofEAintheorganizationchartandbytheawarenessandinvolvementofthemanage-mentinEAcommittees
Activity TheagencyhasestablishedandEAGovernanceCommittee ThestakeholdersintheCommitteeinvolveBusinessandMan-agementstakeholders TheChiefEnterpriseArchitectisamemberofITand/orbusi-nesssteeringcommittees
LinktoNORA Stage2DevelopEAProjectPlan ContinuousGovernance
Artifacts OrganizationalStructure,showingwhomtheEAreportsto.Reportorlettersentto/fromEAtowhoeverEAreportsto.
Defined
(Level3)
Question HowmanyemployeeshavebeentrainedonEArelatedtopic(Togaf,Zachman,FEAF,EATool,otherEATraining)
Stakeholder IT-EA
Description UsingexcelsheettouploadtheEATrainingundertakenbythelevelofemployee(Management,IT,Business...)
Activity TheagencyhastrainedtheEAteamandotherteams(IT,Busi-nessandmanagementteams0areinformedandawareoftheEAprogramandactivities Theagencyemploysinternallyandexternallyanumberofcerti-fiedprofessionals
LinktoNORA Stage2DevelopEAProjectPlan ContinuousGovernance
Artifacts
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Utilized
(Level4)
Question TowhatextendistheEAToolisusedintheorganization.
ONoTool
OUsedbyITDivision
OUsedbyEAOffice/Team/Members
OUsedbyBusinessDivision(CXOs)
Stakeholder IT-EA
Description TheEAtoolisacentralrepositoryforEAartifacts(Catalogues,matrices,diagrams…etc.)usedformodeling,sharing,commu-nicationandchangemanagementneeds.TheEAtoolistobeusedbyallstakeholdersinEAprocesses
Activity TheagencyhasdeployedandEAtoolandrepositorytomanageEAartifactsandmodels ThetoolisusedbyITandBusinessdivisions Theinformationinthetoolareregularlyupdated Thecontentoftherepositoryissharedandcommunicatedandisthebaseofdecisionmaking
LinktoNORA Stage2DevelopEAProjectPlan ContinuousGovernance
Artifacts
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Optimized
(Level5)
Question TowhatextentdoestheagencydependonEAwhenestablish-ingE-Transformationalplan?
OHavetransformationplanestablishmentwithoutEAinvolve-ment
OETransformationcommitteeusesEAartifactsasoneoftheinput.
OEAmemberispartofETransformationplancommittee
OEtransformationplanisheavilydependentonEATransitionplan
Stakeholder IT-EA IT-PMO IT-CIO
Description TheEAfunctionparticipateintheE-Transformationplaneither:
-ByprovidinginputintermofEAArtifactsandDeliverables
-BybeingpartoftheE-TransformationPlanCommitteeandthusparticipatingindecisionmaking
-BybeingamajorcontributortotheE-Transformationplan
Activity TheagencyidentifiesinvolvesEnterpriseArchitectureteamintheE-Transformationplancommittees TheE-TransformationplandeliverablesarebasedonEAactivi-tiesdeliverables ThemainrequirementandinputoftheE-TransformationplanaretheEArepositoryanddeliverables
LinktoNORA Stage2DevelopEAProjectPlan ContinuousGovernance Stage10ExecuteandMaintain
Artifacts EATransitionPlan,TransformationPlan,Decreefortheteamandresponsibilities,ProofofEAartifactsusedinbuildingtheETransformationplan.
Table 1432: EA maturity EA Area
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EA Maturity Model Guidelines
Inordertomakesurethequestionnaireiswellunderstoodbytheagencies,someguidelinesarepresentedbelowintheformatofFrequentlyAskedQuestions.
Question Answer
WhoissupposedtoanswertheNEAMaturityModelAssessmentquestionnaire?
TheNEAMaturityModelassessmentcoversmanyprocessesandaspectsofITmanagementandarchitecture.Manystakeholdersshouldbeinvolvedinansweringit.Thisincludesbutisn’tlimitedtoCIO,Enterprisearchitect,IT architect, Technical architect, Data specialist, Performance manager,programorprojectmanager.Thestakeholderofeachquestionindicatesthemostadequateroletoanswereachquestion
Arethereanyprerequisitestoconducttheassessmentandtounderstandthequestions?
ThemostimportantprerequisiteisunderstandingITandarchitectureter-minologypreferablybasedonNEAandNORAandtohavethenecessaryknowledgeabouttheagency’sarchitecture,processesanddocuments
Istheassessmentspecifictoaperiodoftimeorisitgeneric?
Theassessmentisconductedeveryyearconcerningthecurrentsituation.Nevertheless, you are advised to keep track of last year’s answers andscoretocomparewithandmakesurethereisprogressoveryears
Whatarethebenefitsfromconductingandparticipat-ingtotheassessment?
Multiple benefits are to be drawn from conducting the assessment: -ComparingtootheragenciesintermofEnterpriseArchitectureMaturity - Comparing to last years to track progress in Architecture practice -DefineanimprovementactionplantomeetwithNEAandglobalstandards
WhatistheproperuseoftheNEAMaturityModelassessmentresults?
Basedon theglobal scoreand thespecificanswers, thereshouldbeanaction plan tomake improvement possible and to progress in the nextyearassessment.EachquestionislinkedtothespecificNORAsectionthatcouldbeanimprovementfromexistingmethodology
HowisNEAmaturitymodellinkedwiththeNORAmethodology?
TheNEAMaturityModelaimatassessingthearchitecturepracticeinde-pendentlyofNORAusageintheagency.NeverthelessthematuritymodelquestionarelinkedtoNORAphases,stepsandartifacts.EachquestionislinkedtothespecificsectionwithinNORAthatcorrespondstoitinsuchawaythatitgivesimprovementactionthroughtheNORAMethodology
Table 1433: EA maturity model guidelines
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EA Maturity Model Scoring
Thescoringmethodisbasedonasimplesumofproductsforeachindividualscoretakingintoaccountonthefollowingconsiderations:
Eachquestionmayhaveatmostfourpossibleanswers:Yes,No,MostlyorPartially.Theanswersinsomecasesshouldbeanalyzedaswellastheartifactsinordertodeterminethelevelofar-chitecturepracticecoverage.
Forexample:
Forquestion2:
HasAgencyconductedanITenumerationandcollectedinformationofApplications,DataandTechnologycomponents?
ThescoredependsontheartifactsandtheirlevelofcoverageofITcomponentstodeterminewhichscoretoattribute.
Thescoreis
-Yes(Fully):3
-Mostly:2(ifmorethan50%oftheartifactsareattached)
-Partially:1(iflessthan50%oftheartifactsareattached)
-No:0
Eachquestionhasaweightcorrespondingtothematurityleveltargetedbythequestion.
ForexamplefortheArchitectureDevelopmentAreawehavethefollowingweights:
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Architecture
developmentarea
HasAgencyconductedanenumerationofexistingBusinessrelatedtoSer-vices,BusinessProcesses,BusinessFunctions,OrganizationalStructureetc.?
2
HasAgencyconductedanITenumeration/inventoryandcollectedinformationofApplications,DataandTechnologycomponents?
2
HastheagencyanalyzedissueswiththeBusinessdeliveryorITinfrastructuresoastoimprovethem?
4
HasAgency established linkages and dependency amongAgency’s Vision,Mission,Objectives,BusinessandIT
3
DoestheAgencycontinuouslyimproveontheusageofBusinessandITland-scapeviews?
5
Table 1434: EA maturity model weightage
Theareaiscomposedof5questionswithamaximumpossiblescoreofn.
Thefinalscoreiscalculatedusingthissimpleformula
Where:
-wistheweightofeachindividualquestion
-xistheindividualscorestakenforeachquestion
-nisthemaximumscoreforeacharea(correspondingto:3*
Let’sassumewehavethefollowinganswersontheabovequestions:
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Question Weight Answer Score
Has Agency conducted an enumeration of existingBusiness related to Services, Business Processes,BusinessFunctions,OrganizationalStructureetc.?
2 Partially 0
HasAgencyconductedanITenumeration/inventoryandcollected informationofApplications,DataandTechnologycomponents?
1 Mostly 0.5
HastheagencyanalyzedissueswiththeBusinessde-liveryorITinfrastructuresoastoimprovethem?
3 Mostly 1.5
Has Agency established linkages and dependencyamongAgency’sVision,Mission,Objectives,BusinessandIT
3 Partially 0
DoestheAgencycontinuouslyimproveontheusageofBusinessandITlandscapeviews?
4 No 0
Table 1435: EA maturity weightage and Score
Themaximumscoreforthisareais3*13=39
Theactualscoreofthisareabasedontheagency’sanswersis:
Thenthetotalscorecorrespondingtothematuritymodelforthisareais:
Score=5*13/39=1.67
Sotheagency’smaturitylevelforthisareais2
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Annex F: Business Service AttributesEverygovernmententityismandatedtoprovideinformationregardingtheirbusinessservicesintotheMarsadsystem.Thetablebelowlistsalltheattributestheagencyneedtoprovide.
S/No Attributes in Arabic Attributes In English Value
1 رقم الخدمة servicenumber
2 اسم الخدمة - عربي ServiceName-Arabic
3 اسم الخدمة - انجليزي ServiceName-English
4 اإلدارة المقدمة للخدمة Serviceproviderdepartment
5 نوع الخدمة servicetype
6 تصنيف الخدمة؟ Serviceclassification
7 نوع الخدمة حسب المستفيد؟ servicetypebythebeneficiary
8 التغطية الجغرافية Geographiccoverage
9 رسوم الحصول على الخدمة Servicefee
10 هل تم تمويل الخدمة من الميزانية الوطنيةللتعامالت اإللكترونية الحكومية؟
Istheservicehasbeenfundedbythenationale-Governmentbudget?
11 الوقت المستغرق باأليام للحصول على)الخدمة )خالل الوضع الراهن
Thetimeconsumed(Bydays) toprovidetheser-vice(throughthestatusquo)
12 الوقت المستغرق باأليام للحصول على)الخدمة )خالل الوضع المستقبلي
Thetimeconsumed(Bydays) toprovidetheser-vice(duringfuturestatus)
13 هل هناك مواقع لتقديم الخدمة تابعة للجهةتعمل خارج وقت الدوام الرسمي
ArethereServicechannelsoutsideofficialwork-ingtime?
14 هل تعتمد الخدمة على خدمات أو بيانات لدىجهات حكومية أخرى؟؟
Doestheservicerelyonothergovernmentagen-ciesservicesanddata?
15 هل تدعم هذه الخدمة خدمات لدى جهاتحكومية أخرى؟؟
Doestheservicesupportothergovernmentagen-ciesservices?
16 هل تم تفعيل خاصية التصديق الرقمي وإصدار شهادة التصديق الرقمي لمستفيدي
ومستخدمي هذه الخدمة؟؟
Is digital certification feature activated? Is issuingdigitalcertificationforthebeneficiariesandusersac-tivated?
17 مستوى نضج الخدمة؟ Servicematuritylevel
18 أعلى مستوى لنضج الخدمة يمكن الوصول اليه Thehighestservicematuritylevelcanbereached
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19 تاريخ انتقال الخدمة للمستوى األعلى في النضج؟ Dateofservice transmission to thenext levelofmaturity
20 عدد المستهدفين من الخدمة Thetargetedbeneficiariesnumberofservice
21 عدد المستفيدين من الخدمة سنويًا بشكلهاااللكتروني
The number of service beneficiaries (electronicform)annually
22 عدد العمليات االلكترونية خالل السنة Thenumberofelectronictransactionsannually
23 تكرار استخدام الخدمة للمستفيد الواحد Frequentuseofservicebyabeneficiary.
24 قابلية أتمتته الخدمة وحالة الخدمة فيوضعها الحالي
Serviceautomationavailabilityandcurrentstate
25 هل متطلبات وإجراءات الخدمة متاحة؟ Are the requirementsandproceduresof serviceavailable?
26 هل تم توثيق إجراءاتها؟ Aretheserviceproceduresdocumented?
27 ؟)workflow chart) هل تم رسم مسار عمل الخدمة Istheserviceworkflowchartdesigned?
28 هل تم تحسين إجراءاتها أو إعادة هندستها
)BPR/BPI)؟؟Have the serviceproceduresbeen improved orre-engineered(BPR/BPI)?
29 هل إجراءات تقديم الخدمة موحدة؟ Aretheproceduresofprovidingtheserviceunified?
30 قنوات تقديم الخدمة Servicechannels
31 الرابط االلكتروني المباشر للخدمة - عربي Servicelinkintheofficialwebsites-Arabic
32 الرابط االلكتروني المباشر للخدمة - انجليزي Servicelinkintheofficialwebsites-English
33 رابط الفيديو على اليوتيوب VideolinkonYouTube
34 رقم االتصال الخاص بالرد اآللي IVRcallnumber
35 رابط لطريقة اإلستخدام Serviceusagelink
36 دليل استخدام الخدمة Serviceusageguideline
37 وصف الخدمة - عربي ServiceDescription-Arabic
38 وصف الخدمة - انجليزي ServiceDescription-English
39 خطوات تنفيذ الخدمة Serviceimplementationsteps
Table 14-30: Attributes of business service (Arabic & English)
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Annex G: NORA Usage ScenariosNORAusagescenariosareusedtoseethetouchpointsfromNORAmethodologyforgenericandoftrepeatedEAusecases.AgenciescanlookattheNORAscenariosandgainanunderstandingofthedetailedeffortthatneedstobedoneforachosescenarioandtheirpossibledeliverablesifnotall.
Figure 14-7: Scenario 1 – End to End EA
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Scenario 2 – Implement E Transformation Plan
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Scenario 3 – Optimize Investments
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Scenario 4– Align IT to Business
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Scenario 5 – Business and IT Standardization
Scenario 5 – Business and IT Standardization
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Scenario 6 – New Projects / New Capability
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Scenario 7- Business Process Re Engineering
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Scenario 8- BPR and Automation
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