Slide 1 - Chief Information Officers Council

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IT Summit Conference October 4, 2006

Panel on

Using Enterprise Architecture to Solve Business Problems

Dick BurkChief Architect and Manager, Federal EA ProgramOffice of Management and Budget

Lisa SchlosserCIO, Department of Housing and Urban Development

Scott BernardDeputy CIO, Federal Railroad Administration

For slide details go to “notes”

http://www.gsa.gov/Portal/gsa/ep/home.do?tabId=0

Value to the MissionFEA Practice Guidance

September 28, 2006

Dick BurkChief Architect and Manager, Federal

Enterprise Architecture Program, OMB

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• Value to the Mission –Increase the value of architecture activities to improve results in agency mission areas.

• Two primary concepts described in the FEA Practice Guidance– Enterprise Architecture (EA) Transition Strategy– Segment Architecture

FEA Practice Guidance

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• Currently based on four chapters

– Chapter 1 – Introduction

– Chapter 2 – EA Transition Strategy

– Chapter 3 – Introducing Segment Architecture

– Chapter 4 – Developing Segment Architecture

• Additional chapters to be determined

Structure

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• Provides an overview of the concepts described in the other guidance documents.

• Chapter 1 sections– Delivering Mission Value

– Principles

– Performance Improvement Lifecycle

– Architecture Levels

– Key terms

Chapter 1 – Introduction

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• Performance Improvement Lifecycle

• Architecture Levels

Chapter 1 – Introduction

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• Describes what is included in an EA transition strategy and provides guidance on developing and using an EA transition strategy.

• Chapter 2 sections:– Transition Strategy Concepts

– Developing the Transition Strategy

– Using the Transition Strategy

Chapter 2 – EA Transition Strategy

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EA Transition Strategy and Sequencing Plan

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Projects with Milestones and Dependencies

Project 1Project 2Project 3Project 4Project 5

Project 6Project 7Project 8Project 9


PerformanceImprovement Plan

Program A

Program C

Transition Strategy

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Program C

Transition Strategy

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• Describes segment architecture concepts, the content included in segment architecture, and how to use segment architecture.

• Chapter 3 sections– Segment Architecture Concepts

– Segment Identification and Integration

– Initiating Segment Architecture

– Applying Segment Architecture

Chapter 3 – Introducing Segment Architecture

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Segment Identification

Enterprise Assets

• Programs

• Processes

• Information

• Applications

• Technology

• Investments

• Personnel

• Organizations

• Facilities

Performance

Business

Data

Services

Technology

Reference Models

• Core Mission Areas

• Common Business Services

• Common Enterprise Services

Segments

Enterprise Assets

• Programs

• Processes

• Information

• Applications

• Technology

• Investments

• Personnel

• Organizations

• Facilities

Performance

Business

Data

Services

Technology

Reference Models

• Core Mission Areas

• Common Business Services

• Common Enterprise Services

Segments

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• Core Mission Area– Unique service area defining the mission or purpose of the agency– Core mission areas are defined in the agency Business Model.

• Business Service: – Common or shared business service supporting a core mission area.– Business services are defined in the agency Business Model and

include the processes and back office services used to achieve the purpose of the agency.

• Enterprise Service:– Common or shared IT service supporting core mission areas and

business services.– Enterprise services are defined in the agency Service Model and

include the applications and service components used to achieve the purpose of the agency.

Three Types of Segments

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• Planned – In Development

• Will provide guidance on how to develop segment architecture, when one should be developed, and who should participate in the development.

Chapter 4 – Developing Segment Architecture

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For Further Information:www.egov.gov

http://www.egov.gov/

Federal CIO Council

Architecture & Infrastructure Committee (AIC)

Lisa Schlosser

Co-Chairperson

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AIC Vision

In 2006-2007, the AIC will implement projects that support and demonstrate the ability of the CIO Council to effectively architect, invest, and implement solutions to improve the performance of government. Results will be documented as demonstrated by improved performance in terms of both mission outcomes and operational efficiency.

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AIC Organizational Structure

CIO Council

Advisory:

Industry Community &

Standards Bodies

Advisory Board:

Chief Architecture Forum (CAF)

Ira Grossman301-713-3345 x140

Architecture and Infrastructure Committee (AIC)

Charlie Havekost 202-690-6162

Lisa Schlosser202-708-0306

Office of Management and Budget (OMB)

Federal Enterprise Architecture Program Management Office

(FEA PMO)

Dick Burk202-395-0375

Emerging Technology Subcommittee

Susan Turnbull 202-501-6214

John McManus 301-358-7802

Data Architecture Subcommittee

Suzanne Acar 202-208-3216

Bryan Aucoin703-874-8501

Governance Subcommittee

Roy Mabry 703-607-0244

Andrea Norris 703-292-8100

ServicesSubcommittee

George Thomas202-219-1979

Kshemendra Paul202-616-9676

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Emerging Technology Subcommittee

Tuning ET Together - From Stovepipes to Wind Chimes

Purpose: This subcommittee provides an “incubator” organizing process to accelerate discovery, maturation, and validation of capabilities that leverage FEA principles and priorities. The key components of our charter are:

• Greater foresight and discernment as established and emerging technologies compete and converge

• Longer life-cycles through market-based, open standards technologies

• Common understanding of business scenarios to anticipate performance outcomes and mitigate risks.

Participation in this subcommittee will help you improve your agencies’ strategic foresight and collaboration capacity around strategic IT assets.

Key FY06/FY07 Activities/Deliverables

1. Forging effective IPv6 strategies together (example in FY06)

2. Life-cycle process for ET discovery and collaborative action

3. Strategic Dialogue Among Communities at Open Forums - Expedition Workshops

Co-Chair Contact Information

Susan Turnbull John McManus

[email protected] [email protected]

202-501-6214 301-358-1802

mailto:[email protected]


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Data Architecture Subcommittee (DAS)

Build to Share

Purpose: To advances the management of Federal data as a national asset; stewardship of the Federal Enterprise Architecture stewardship of the Federal Enterprise Architecture (FEA) Data Reference Model (DRM), FEA DRM Management (FEA) Data Reference Model (DRM), FEA DRM Management Strategy; to promote the use and improvement of data and data Strategy; to promote the use and improvement of data and data standards across the Federal Government; to facilitate of standards across the Federal Government; to facilitate of community collaboration and information sharing using community collaboration and information sharing using communities of interests, both federal and intergovernmental.communities of interests, both federal and intergovernmental.Key FY06/FY07

Activities/Deliverables

1. FEA DRM updates and revisions

2. Implementation strategies, best practices, and success stories

3. Establish an authoritative knowledge center for Federal data-related issues and opportunities


Suzanne Acar Bryan Aucoin

[email protected]

[email protected]

202-208-3216 703-874-8501



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GovernanceSubcommittee

Governance for a Transformed Government

Purpose: This subcommittee provides policy guidance, and advice and assistance in the definition, design and implementation of Enterprise Architecture (EA) discipline and practice throughout the Federal government. It serves as the core Federal group providing advocacy for EA integration of business and technology architectures across, state, local and international boundaries. The Governance Subcommittee serves as a focal point for the development and coordination of Federal government-wide policy, guidance, including best practices for EA development and implementation. Participation in this subcommittee will provide an opportunity to gain experience in applying the reference models to improve efficiency and effectiveness within your agency.

Key FY06/FY07 Activities/Deliverables

1. RMMP/Consolidated FEA RM

2. EGIF/ Awareness /Paper SOA State of Practice

3. Transformative Governance Models and Best

Practices for eGov Shared Services (January 2007)


Roy Mabry Andrea Norris

[email protected]

[email protected]

703-380-0964 703-292-5319




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ServicesSubcommittee

Enabling Shared Services

Purpose: Enable Shared Services through development of a Shared Services Strategy, a roadmap for CORE.gov, and a set of demonstration projects focused on Information Exchange and other integration concerns with Shared (LoB) Solution and composite applications. Key FY06/FY07

Activities/Deliverables

1. Shared services management strategy including management framework and policy maturity model.

2. User and strategy driven CORE.gov tools, product roadmap, and solution architecture

3. Shared Services demonstration leveraging participant capabilities


George Thomas Kshemendra (Indra) Paul

[email protected] [email protected]

202.219.1979 202.305.5128



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The SOA Vision

Program Orientation: Transaction focused with data rich solutions tailored to support specific program business requirements.

Program Offices

Ap

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s/B

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Enterprise Integration: IT solutions support strategic LOBs. IT modernization promotes re-use though the automation of common business functions and core IT services.

LOB

Business Function

Core IT Service

Enterprise

LOB

Modernization

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Vision: Focus on SOA

Infrastructure, Middleware Build Out,

Data Management,Service Component Dev

Legacy Systems Transition SOA Vision

2010

• Difficult to maintain• Non-standard protocols• No cross-application reuse

• Enterprise Service Bus (ESB) mediates communication• System functionality migrated into shared services • Some legacy still exists but provide services by ESB • Enterprise platform of shared services

• Reusable business processes are common

ESB

Enterprise PortalEnterprise Portal

BusinessBusinessIntelligenceIntelligence

Geospatial Geospatial InformationInformation

SystemsSystems

Business Partner Business Partner & Case Management & Case Management

Business Process MgmtBusiness Process MgmtProcess Model BPEL

Enterprise Service BusEnterprise Service BusService and Event Mediation

Service Registry Service Registry Process Integration

Data and Metadata Services

COTS AppsCOTS Apps Custom AppsCustom Apps

EE--AuthenticationAuthenticationEE--GrantsGrants

Financial ManagementFinancial Management

Dev

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2010




ESB




SystemsSystems









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SystemsSystems









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SOA Success Story

Correspondence Tracking System

(CTS)Lender

Send CaseBinder

Index Case at HUD

Store Case Binder

View Case

HUD Case

WorkerRetrieve Case

e-Case Binder (eCB)

Correspondence Tracking System

(CTS)Lender

Send CaseBinder

Index Case at HUD

Store Case Binder

View Case

HUD Case

WorkerRetrieve Case

e-Case Binder (eCB)

Business Needs

Agility of Response:Respond Faster

The need for business speed means … … IT must change.

IT reliably detects/reacts in real time to the

business.

IT strategy is tied to business strategy.

IT has unpredictable reliability and reacts slowly to business

requirements.

IT organization owns IT strategy.

CIO = business leader.CIO = manager of IT resources.

Centralized, Optimized Infrastructure,

Performance Based, SLA-Driven

Decentralized, Redundant Infrastructure – Multiple

networks, help desks, contracts

Business Needs

Agility of Response:Respond Faster

The need for business speed means … … IT must change.

IT reliably detects/reacts in real time to the

business.

IT strategy is tied to business strategy.

IT has unpredictable reliability and reacts slowly to business

requirements.

IT organization owns IT strategy.

CIO = business leader.CIO = manager of IT resources.

Centralized, Optimized Infrastructure,

Performance Based, SLA-Driven

Decentralized, Redundant Infrastructure – Multiple

networks, help desks, contracts

Critical Success Factor: Infrastructure OptimizationCritical Success Factor:

Infrastructure Optimization

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• Promotes accessible and flexible platforms for enhanced collaboration and knowledge sharing.

• Supports SOA by providing space to develop and blend business and IT strategy on a controlled environment.

• Ensures cost effective methods of identifying and optimizing government business processes that can be shared and modified to meet specific agency needs. Enables secure and cost effective methods to develop government business processes across multiple agencies

• Promotes the participation of SOA activity with increased ease of participation.

• Provides a well managed environment with several tools that employ capability to find, evaluate, share and download information that is essential to the development of services and lines of business.

CORE.gov: Helping Advance EA in Government

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AIC Next Steps

• Requesting representatives to serve on all committees; please send interested names to Stephanie Powers at [email protected] by May 31st

• Each subcommittee will convene over year to solicit participation in producing the deliverables laid out in this presentation


Federal Railroad AdministrationU.S. Department of Transportation

Case Study in

Using Enterprise Architecture to Solve Business Problems

The Mobile Workforce Initiative

Scott A. Bernard, PhDDeputy Chief Information OfficerChief [email protected]

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About FRA

FRA is one of eleven modal administrations in the Department of Transportation. The mission of FRA is to promulgate and enforce rail safety regulations; administer railroad assistance programs; conduct research and development in support of improved railroad safety and national rail transportation policy; provide for the rehabilitation of Northeast Corridor rail passenger service; and consolidate government support of rail transportation activities.

Locations: Headquarters: Washington, DC8 Regional Offices: Atlanta, Boston, Chicago, Dallas,

Kansas City, Philadelphia, Portland, Sacramento

Workforce: Approximately 840, over half are field safety inspectors.

Lines of Business: Office of the Administrator/Deputy Administrator Office of Financial Management and Administration Office of the Chief Counsel Office of Civil Rights Office of Railroad Development Office of Policy Office of Public Affairs Office of Safety

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• FRA has aligned IT resources to the standards of the DOT Common Operating Environment (COE).

• Cross-cutting and modal-specific applications will be hosted in one data center at the new DOT HQ in 2007.

• Standards for mobile computing and communications are still emerging.

FRA is taking responsibilityfor its part of the DOT EA

DOT “Federated” Approach to EA

RIT

A

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StrategicGoals

BusinessProcesses

Information and Data Flows

Systems, Applicationsand Services

Technology Infrastructure

PRM

BRM

DRM

SRM

TRM

Hum

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Safety

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luep

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Railroad D

evelopment

StrategicGoals

BusinessProcesses


Systems andApplications


PRM

BRM

DRM

SRM

TRM

DOT & FRA

Common Operating Environment

Integrated Governance

Hum

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Financial Mgm

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dministration

Chief C

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ffairs

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StrategicGoals

BusinessProcesses


Systems, Applicationsand Services


PRM

BRM

DRM

SRM

TRM

Hum

an C

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l Pro

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Sec

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Safety

Mod

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luep

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Railroad D

evelopment

StrategicGoals

BusinessProcesses


Systems andApplications


PRM

BRM

DRM

SRM

TRM

DOT & FRA

Common Operating Environment

Integrated Governance

Hum

an C

apita

l Pro

file

Sec

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Pro

file

Financial Mgm

t. & A

dministration

Chief C

ounsel

Public A

ffairs

Mod

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RIT

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FRA EA Framework

DOT EA

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Business Problem:

Many of FRA’s Railroad Safety Inspectors have difficulty gaining and maintaining mobile communications and computing links in the field and at hotels. Lots of gaps in coverage, slow dial-up connections.

Technology Issues: - Lack of agency/department standards for mobile communications. - Lack of agency/department standards for mobile computing. - Variety of communications and computing equipment in use. - Variety of dial-up, VPN, DSL remote data access solutions in use. - Lack of effective Tier 1 and Tier 2 assistance in trouble shooting.

Architecture Solution: (Working with DOT CTO)

PRM: Identify mobile computing line-of sight process, establish metrics.BRM: No change in mission area, function, sub-functions.SRM: Establish a mobile workforce business service that is co-sponsored by the Office of Financial Mgmt. & Admin. and the Office of Safety.DRM: Identify data exchange requirements and standards.TRM: Establish new standards for mobile communications & computing.SPP: Identify data protection solutions for PII data and mobile equipment.

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Solving the Business Problem

Establish the Mobile Workforce Initiative (MWI) to provide railroad field inspectors and other mobile users with standard computing and computing equipment and broadband service packages.

Encrypted& Rugged

Laptop

PDA &

BiometricUSB Drive

PortablePrinter &ScannerRailroad

Inspector ConnectivityOptions

Internet

RAS BroadbandCellular

VPN

StandardEquipment

HQ

RegionalOffices

DSL

http://reviews.pimprig.com/miscellaneous/image.php?url=biodrv-money.jpg

http://www.amazon.com/gp/product/images/B0002OG6L6/ref=dp_image_0/102-7681433-7531328?ie=UTF8&n=172282&s=electronics

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MWI Deployment Timeframe:- FY 2007 / Q1

Expected Outcomes of MWI:- Improved work productivity in the field

- Improved work productivity at hotels

- More mission capability

- Quicker deployment of applications/updates to field inspectors

- Improved telecommuter support

- Improved Continuity of Operation capabilities

- Improved security for mobile computing

- More collaboration between CIO and Lines of Business

- More agency/headquarters collaboration on standards

- More awareness of and support for FRA and DOT architectures

Slide 1 - Chief Information Officers Council

Business

Transcript of Slide 1 - Chief Information Officers Council