United States Department of the Interior

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Interior Business Architecture Team Charter

October 2003

# **I. Purpose.**

The overall purpose of the Interior Business Architecture Team (IBAT) is
to engage the Department of Interior's (DOI) business community in
defining the business layers of the Interior Enterprise Architecture
(IEA) (i.e., performance and business reference models) and
participating in the development of the Interior Modernization
Blueprint.

**II. [Background.]{.underline}**

DOI's business community must drive the prioritization of the
Department's Information Technology (IT) investments and ensure proper
alignment of such investments with Interior's strategic and tactical
goals and objectives and provide maximum business value to our internal
and external customers.

Interior's Modernization Blueprint will define a roadmap between
Interior's existing and target applications with associated transition
plans for migrating between the two. The supporting analyses of the
blueprint will aim to improve alignment of Interior's proposed IT
investments with the DOI strategic plan, minimize functional and data
redundancies, and leverage proven state of the art technologies
consistent with the DOI technical reference model (TRM). The IBAT will
participate in the development of the modernization blueprint by
focusing on the business layers (i.e., performance and businesss
reference models) of the architecture and the improved alignment of
Interior's application portfolio with these layers. This blueprint may
be comprised of sub-documents that address specific lines of business
(e.g., recreation, law enforcement, financial management) and will be
reviewed and updated periodically as business needs and priorities
change.

To accomplish this mission, the IBAT will be the principle body
responsible for ensuring Interior's business functions are accurately
defined through business models (e.g., functional and process models),
the basis for Interior's business architecture. In doing so, the IBAT
member will serve as a liason to the subject matter experts within their
respective bureau/office for defining and validating the business
architecture. The IBAT will also ensure linkage of the business
architecture to the DOI Strategic Plan and assess the capability of
Interior's current portfolio in accomplishing its business functions,
goals and objectives. This assessment will be performed through the
development of Interior's Modernization Blueprint.

**III. [Scope.]{.underline}**

The IBAT provides guidance and recommendations on all Interior-wide and
cross-bureau business functions and supporting IT investments in the
development and implementation of the Interior Modernization Blueprint.

**IV. [Roles and Responsibilities.]{.underline}**

The IBAT has responsibility for participating in the development of
Interior's business architecture (i.e., performance and business
Reference Models) and Modernization Blueprint. The approved
Modernization Blueprint will be utilized as a guiding document in the
Capital Planning and Investment Process (CPIC) to effect decision-making
on IT investments. As such, consistent with the CPIC governance
structure, the Modernization Blueprint will be presented to the
Information Technology Management Council (ITMC) and subsequently to the
Management Improvement Team (MIT) and Management Excellence Team (MET)
for approval.

The IBAT is responsible for:

1.  Participating in the development of the Interior Modernization
    Blueprint, by focusing on the business architecture layers and the
    associated alignment of Interior's applications portfolio.

2.  Ensuring Interior's business architecture and Modernization
    Blueprint meet the Department's business needs and is aligned with
    the DOI Strategic Plan.

3.  Through the Modernization Blueprint, recommending priorities for IT
    investments, particularly application systems, to the ITMC, MIT and
    MEC with the goal of ensuring Interior's portfolio adequately
    supports its business needs and priorities.

4.  Ensuring business and information modeling is accurate and
    reflective of Interior's business functions and supporting
    processes.

5.  Participating in the development of methodologies, processes and
    criteria for defining the Interior Modernization Blueprint.

6.  Ensuring the Modernization Blueprint is aligned with Interior's
    E-Government strategies.

7.  Provide input to the Popkin Integrated Product Team (IPT) to modify
    the DOI Enterprise Architecture Repository (DEAR) for improved
    business architectural analyses.

8.  Coordinate with the Chief Architect and Interior Architecture
    Working Group (IAWG) to ensure business and technical architectures
    are cohesively linked.

# **V. IBAT Team Composition and Function**

The structure established for the IBAT is designed to balance numerous
factors, including organizational representation, line of business
expertise, headquarter and field perspectives, program management input,
and strategic planning and budgetary awareness. The Team consists of
representatives from across the DOI including its headquarter offices
and bureaus in the aforementioned areas. Team members provide business
area expertise in their respective areas and participate in the decision
making process. Team support personnel serve as advisors to the IBAT,
but may not participate as decision makers. Optimally, terms will be 2
years for Bureau positions. Team members must designate a proxy if they
cannot attend the meeting, especially for decision-making agenda items.

While IBAT membership may change over time the initial composition of
the team will be:

-   One representative each from the initial Interior business focal
    areas: Wildland Fire Management, Financial Management, Recreation,
    Indian Trust, and Law Enforcement.

-   One business representative from each Interior bureau and major
    office.

-   Chief Interior Enterprise Architect

-   Interior Business Architect

-   Interior Data Architect

-   The DOI E-Gov Program Manager

-   Representative from the Office of Planning and Performance
    Management.

-   Activity Based Costing Program Manager

-   Representative from the Office of Budget.

# **VI. Team Co-Lead Responsibilities**

The team will be lead by the Interior Enterprise Architect and a
business leader from one of Interior's bureaus. The co-leads provide
leadership for all team activities and products. The co-leads will
develop a decision making process based on consensus principles. The
co-leads:

-   Schedule and chair Team meetings and activities.

-   Serve as Team representatives and spokespersons.

-   Provide regular briefings to and solicit feedback from the ITMC, MIT
    and MEC.

-   Serve as point of contact for their respective organization.

-   Ensure adherence to the processes and procedures defined by the
    IBAT.

-   Provide requisite periodic, recurring, and ad hoc progress briefs to
    their respective organizations to ensure they are sufficiently
    apprised of team progress and issues.

-   Determine the schedule for periodic and ad hoc Team reports.

-   Exercise Team signature authority.

# **VII. Team Member Responsibilities**

Each team member will:

-   Actively participate in all Team meetings and activities.

-   Encourage ownership of and commitment to the mission, vision and
    objectives of the IBAT

-   Provide requisite periodic, recurring and ad hoc progress briefs to
    their respective organizations to ensure they are sufficiently
    apprised of team progress and issues.

-   Adhere to Team decisions, processes and procedures.

-   Represent the interests of their organization fairly and openly in
    an effort to develop decisions based on an enterprise versus
    organizational perspective.

-   Facilitate communication and the free exchange of ideas with team
    members.

-   Provide operational and technical expertise in areas relevant to
    their knowledge/background.

-   Serve as point of contact for their respective organization.

-   Review documentation and provide feedback as necessary.

**VIII. [IBAT Relationships with other Teams/Boards:]{.underline}**

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**ITMC, MIT and MEC:** Consistent with the CPIC governance process, the
IBAT recommends decisions regarding Interior's business architecture and
modernization blueprint for approval initially to the ITMC followed by
the MIT and MEC.

# **Data Resource Management Steering Group:** The IBAT works closely with this team to ensure Interior's information requirements or data architecture aligns and links to its business architecture.

Architecture Review Board -- This team focuses on the technology layer
of the IEA and oversight of the development of the DOI Technical
Reference Model (TRM) which defines the technology and product standards
approved for use in Interior. Interior's IT investments will be
evaluated for adherence to the TRM in the development of its
modernization blueprint.

#  

# **Interior** **Architecture** **Working** **Group (IAWG):** The IBAT coordinates with the IAWG, which consists of bureau-level enterprise architects, to ensure business and technical architectures are aligned. IAWG has lead responsibility, by serving as liason to system owners, to ensure respective applications are accurately mapped to all EA layers (e.g., performance, business, service, data and technology architecture layers). In turn, the IAWG serves as an advisory role on enterprise architecture issues to the IBAT. 

**Popkin IPT: The Popkin Integrated Product Team (IPT) oversees the
development and change management of the DOI Enterprise Architecture
Repository (DEAR). The IBAT** provides input for modifying the DEAR
structure and reporting for improved business architectural analyses.

# 

# **IX. Communication**

Adequate notification will be provided to IBAT members to enable them to
participate in decisions affecting Interior's business architecture.
IBAT members will be kept informed of team issues and activities so that
they can address issues in a timely manner and participate in meetings.
Team meetings will be augmented with conference calls and e-mail to
ensure all team members have equal access to information affecting
decision-making.

External IBAT communications should be consistent with team direction
and recommendations. Briefings and minutes will be posted on the IEA
website to aid in consistent communications.

# **X. IBAT Decisions Authority**

# Consisitent with the Capital Planning and Investment Control (CPIC) governance structure, the IBAT reports to the ITMC followed by the MIT and MEC. This governance structure incorporates senior business and IT executives across the Department. Recognizing that architectural analyses is required for sound IT investment decision making, but must be balanced with budgetary and political factors, all team decisions may be vetoed or modified by the ITMC, MIT or MEC. 

# **XI. IBAT Decisions**

Team decisions will be made at scheduled team meetings or
teleconferences, which will be announced in advance and conducted in
accordance with a published agenda. Team decisions will be made by
consensus of the Team members present or on the telephone. In order for
decisions to be made, a quorum of Team members must be present. A quorum
will consist of greater than 50% attendance by voting team members.

XII. **[Approved By:]{.underline}**

**W. Hord Tipton (ITMC Co-Chair)
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**Date**

**Dom Nessi (ITMC Co-Chair)
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**Date**

**P. Lynn Scarlet (MIT Chair)
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**Date**