**Department of the Interior**

**Enterprise Architecture (IEA)**

![](media/image1.png){width="2.910416666666667in"
height="2.7354166666666666in"}

**DOI Enterprise Wide Transition Plan**

Version 1.0

May 2005

Table of Contents

[1. Executive Summary 1](#executive-summary)

[2. Overview of Department of Interior Enterprise Wide Transition Plan
2](#overview-of-department-of-interior-enterprise-wide-transition-plan)

[*Section 1 DOI's "As-Is" and Conceptual Target* Architectures
4](#section-1-dois-as-is-and-conceptual-target-architectures)

[3. Department of Interior's "As-Is" Architecture
5](#department-of-interiors-as-is-architecture)

[4. DOI's Conceptual Target Architecture
8](#dois-conceptual-target-architecture)

[5. Closing the Gap between Department of Interior's "As-Is" and
Conceptual Target Architectures.
14](#closing-the-gap-between-department-of-interiors-as-is-and-conceptual-target-architectures.)

[5.1.1 Methodology for Business Transformation (MBT)
14](#methodology-for-business-transformation-mbt)

[*Section 2 Detailed Discussion of the Interior Enterprise Wide
Transition Plan*
16](#section-2-detailed-discussion-of-the-interior-enterprise-wide-transition-plan)

[6. Discussion of Blueprints Being Implemented
17](#discussion-of-blueprints-being-implemented)

[6.1.1 Recreation Modernization Blueprint
17](#recreation-modernization-blueprint)

[6.1.2 Wildland Fire Modernization Blueprint
20](#wildland-fire-modernization-blueprint)

[6.1.3 Law Enforcement Modernization Blueprint
22](#law-enforcement-modernization-blueprint)

[6.1.4 Financial Management Modernization Blueprint
24](#financial-management-modernization-blueprint)

[7. Discussion of Blueprints Proposed to Be Developed
29](#discussion-of-blueprints-proposed-to-be-developed)

[8. Discussion of PMA E-Gov Integration
33](#discussion-of-pma-e-gov-integration)

[9. Discussion of DOI Technology Infrastructure Initiatives
37](#discussion-of-doi-technology-infrastructure-initiatives)

[10. Integration Points within the DOI Enterprise Wide Transition Plan
39](#integration-points-within-the-doi-enterprise-wide-transition-plan)

[Federal Budget Cycle 39](#__RefHeading___Toc105316276)

[10.1.1 Enterprise Architecture Governance
39](#enterprise-architecture-governance)

[10.1.2 Reference Model Update and Review Cycle
40](#reference-model-update-and-review-cycle)

[11. Conclusion 41](#conclusion)

[Appendix A: Department of Interior Sequencing Plan
42](#appendix-a-department-of-interior-sequencing-plan)

Table of Figures

[Figure 2‑1. High Level DOI Enterprise Wide Transition Plan
3](#__RefHeading___Toc105316352)

[Figure 3‑1. "As-Is" System Interface Architecture for Wildland Fire --
July 2004 5](#__RefHeading___Toc105316353)

[Figure 3‑2. Percentage of DOI Systems Associated with Each DOI Business
Area 6](#__RefHeading___Toc105316354)

[Figure 4‑1. DOI Conceptual Target Architecture
9](#__RefHeading___Toc105316355)

[Figure 4‑2. Recommended Service Instances Mapped to DOI Business Areas
10](#__RefHeading___Toc105316356)

[Figure 4‑3. Recommended Service Instances Mapped to DOI Business Areas
(continued) 11](#__RefHeading___Toc105316357)

[Figure 4‑4. Recommended Service Instances Mapped to DOI Business Areas
(continued) 12](#__RefHeading___Toc105316358)

[Figure 4‑5. Recommended Service Instances Mapped to DOI Business Areas
(continued) 13](#__RefHeading___Toc105316359)

[Figure 5‑1. Modernization Blueprint Process
15](#__RefHeading___Toc105316360)

[Figure 6‑1. Modernization Blueprints Being Implemented
17](#__RefHeading___Toc105316361)

[Figure 6‑2. : Recreation Modernization Blueprint Implementation
18](#__RefHeading___Toc105316362)

[Figure 6‑3. Wildland Fire Modernization Blueprint Implementation
20](#_Ref105292855)

[Figure 6‑4. Law Enforcement Modernization Blueprint Implementation
23](#__RefHeading___Toc105316364)

[Figure 6‑5. Financial Management Modernization Blueprint Implementation
25](#__RefHeading___Toc105316365)

[Figure 6‑6. Percentage of DOI Systems Associated with Each DOI Business
Area (FY04 Blueprints are highlighted) 27](#__RefHeading___Toc105316366)

[Figure 6‑7. Major Investment Alignments with FY-04 Modernization
Blueprints and Other Transformational Initiatives
28](#__RefHeading___Toc105316367)

[Figure 7‑1. Modernization Blueprints Proposed to Be Developed
29](#__RefHeading___Toc105316368)

[Figure 7‑2. MBT Steps for Developing a Modernization Blueprint
30](#__RefHeading___Toc105316369)

[Figure 7‑3. Percentage of DOI Systems Associated with Each DOI Business
Area (FY05-06 Blueprints are highlighted)
31](#__RefHeading___Toc105316370)

[Figure 7‑4. Major Investments Associated with FY2005-FY2006 Blueprint
Developments 32](#__RefHeading___Toc105316371)

[Figure 8‑1. Modernization Blueprints Mapped to PMA e-Gov Initiatives
34](#__RefHeading___Toc105316372)

[Figure 8‑2. PMA e-Government Integration
35](#__RefHeading___Toc105316373)

[Figure 8‑3. DOI and Bureau Investments to PMA e-Government Initiatives
36](#__RefHeading___Toc105316374)

[Figure 9‑1. DOI Technology Infrastructure Initiatives
38](#__RefHeading___Toc105316375)

[Figure 10‑1. Federal Budget Cycle 39](#__RefHeading___Toc105316376)

[Figure 10‑2. Enterprise Architecture Governance
40](#__RefHeading___Toc105316377)

[Figure 10‑3. Reference Model Update and Review Cycle
40](#__RefHeading___Toc105316378)

Table of Tables

[Table 6‑1. Recreation Modernization Blueprint Recommendations Mapped to
the DOI Strategic Plan 19](#__RefHeading___Toc105316379)

[Table 6‑2. Wildland Fire Modernization Blueprint Recommendations Mapped
to the DOI Strategic Plan 21](#__RefHeading___Toc105316380)

[Table 6‑3. Law Enforcement Modernization Blueprint Recommendations
Mapped to the DOI Strategic Plan 24](#__RefHeading___Toc105316381)

[Table 6‑4. Financial Management Modernization Blueprint Recommendations
Mapped to the DOI Strategic Plan 26](#__RefHeading___Toc105316382)

# Executive Summary

Throughout the Federal government there is much discussion of
transformation. Government transformation is being influenced by the
President's Management Agenda (PMA), legislative changes, judicial
judgments, social and economic trends and security concerns. These
influencers serve as key drivers that often require business
transformation. At the Department of the Interior (DOI), enterprise
architecture (EA) is used as a mechanism to transform Interior's
business processes and information technology (IT) systems and
investments towards an optimized state. That is, EA is increasingly
being leveraged as a structured method of analysis for improving mission
performance.

The award winning Interior Enterprise Architecture (IEA) program has
taken the power of this structured planning approach to new levels of
effectiveness. Through a comprehensive approach and supporting tools
(e.g., Methodology for Business Transformation (MBT), DOI Enterprise
Architecture Repository (DEAR), etc.), the IEA program has lead the
development and implementation of modernization blueprints that are
aimed at improving processes and information sharing, reducing redundant
IT systems and serving as a key enabler in guiding business
transformation within DOI. Through these continuous improvements, as
well as its on-going blueprint creation and implementation initiatives,
the IEA program has been increasingly recognized as a leader in
producing results or "Actionable Architecture" that improve performance.

The IEA is the largest single contributor to business transformation
within DOI. In compliance with the IEA there are other transformation
initiatives within DOI that are also shaping the future state. When all
of the transformation initiatives are viewed as a whole at the
enterprise level, it is apparent that waves of changes are sweeping over
DOI's business and technology communities. Overall, DOI is actively
taking guidance from the President's Management Agenda, e-Government
circulars and legislation, and most importantly the requirements of its
wide and diverse customer base in order to shape a more efficient
organization that most effectively supports the execution of Interior's
mission.

This document describes the following:

-   Interior's "as-is" and conceptual target architectures,

-   approach for closing the gap between the "as-is" and target
    architectures *(Note: Refer to the DOI Conceptual Architecture, a
    companion document to this DOI Transition Strategy, for a
    more-detailed discussion on this approach, supporting governance
    structure and over-arching EA principles.)*

-   high-level discussion of business and infrastructure transformation
    projects underway and planned that are aimed at improving Interior's
    mission performance,

-   high-level sequencing plan of transformational projects and
    initiatives.

# Overview of Department of Interior Enterprise Wide Transition Plan

The DOI Transition Strategy provides a structured approach for closing
the gap between Interior's current or "as-is" architecture and its
conceptual target architecture. This approach is supported by a
structured methodology and supporting tools (e.g., DEAR) highlighted in
this document and more fully described in the DOI Conceptual
Architecture document. Collectively these elements are leveraged to
improve Interior's mission performance through business transformation
and ensure effective alignment of the underlying IT investment
portfolio.

Although this document portrays Interior's conceptual target
architecture, Interior is rapidly turning this "concept" into "reality"
as evidenced by the number of transformational projects underway and
planned. By taking an "Actionable" approach to enterprise architecture
(EA), Interior has developed modernization blueprints for key business
areas. These blueprints provide a roadmap to reduce redundant
information systems, identify gaps in Interior's portfolio and identify
shareable services that can be leveraged across multiple business areas,
among other performance-improving recommendations. This document
discusses the current and planned transformational projects resulting
from Interior's modernization blueprint efforts and IT infrastructure
modernization initiatives.

It's important to note the strategy described herein has been
successfully proven as demonstrated by DOI's creation and on-going
implementation of modernization blueprints which are summarized in this
document. The recommendations from these blueprints result in activities
and projects that when implemented close the gap between Interior's
"as-is" architecture and its envisioned target state. These
transformational activities and projects are encompassed within
Interior's Sequencing Plan (See Appendix A). After modernization
blueprints are approved by Interior's IT Investment Review Board (IRB),
implementation activities are monitored to gauge status and progress
towards closing the gap between the "as-is" and target architectures.

This document is divided into two main sections:

-   [*DOI's "As-Is" and Conceptual Target* Architectures]{.underline}:
    This section discusses these two architecture states and provides
    Interior's approach for systematically closing the gap between them.
    In addition this section highlights the recurring cycles (e.g.,
    budget formulation, CPIC processes) that occur during the course of
    any given fiscal year that support or control the evolution of the
    change events or the architecture program.

-   *[Detailed Discussion of the Interior Enterprise Wide Transition
    Plan]{.underline}*: This section highlights the existing and planned
    projects that are affecting change within DOI. It includes the
    mission-focused FY2004 modernization blueprints that are currently
    being implemented as well as the FY2005-FY2006 modernization
    blueprints that are planned/under development. This section also
    includes DOI's integration with the Federal e-Government initiatives
    and DOI's technology infrastructure modernization initiatives.
    Finally, the section discusses the recurring cycles (e.g., federal
    budget cycle) that influence and support the IEA. Figure 2-1 depicts
    the high-level DOI-wide transition plan which is further detailed in
    the Sequencing Plan provided in Appendix A).

![](media/image2.png){width="7.5055555555555555in"
height="1.6055555555555556in"}

[]{#__RefHeading___Toc105316352 .anchor}Figure 2‑1. High Level DOI
Enterprise Wide Transition Plan

# [*Section 1 DOI's "As-Is" and Conceptual Target* Architectures]{.underline} {#section-1-dois-as-is-and-conceptual-target-architectures .Closing}

Section discusses the "as-is" and conceptual architecture states and
provides Interior's approach for systematically closing the gap between
them. In addition this section highlights the recurring cycles (e.g.,
budget formulation, CPIC processes) that occur during the course of any
given fiscal year that support or control the evolution of the change
events or the architecture program.

# Department of Interior's "As-Is" Architecture

![](media/image3.wmf)Interior's "as-is" or current state architecture
can be described from various perspectives. For example, from a business
architecture standpoint, one can describe the functions, activities and
processes currently performed throughout the Department. Other
perspectives include: data and information exchange architectures,
technology architecture, and systems architecture. An example of "as-is"
system interface architecture for an Interior business area is shown in
Figure 3-2. Each of these architectures is dynamic in nature. As new
systems are deployed and legacy systems are decommissioned the "as-is"
architecture changes. In addition, as processes are re-engineered,
Interior's business and information architectures are affected.
Therefore, the "as-is" architecture from any of these viewpoints is just
a snapshot in time. And, for an organization as large, complex and
diverse as the DOI, this snapshot changes rapidly.

> []{#__RefHeading___Toc105316353 .anchor}Figure 3‑2. "As-Is" System
> Interface Architecture for Wildland Fire -- July 2004

Despite the continual changes to Interior's "as-is" architecture, it's
important to describe and view snapshots of its current state from the
various perspectives described above. The phrase "A picture is worth a
thousand words." also applies to EA. A clear depiction of the current
state is necessary to adequately determine the envisioned target
architecture and perform analyses to close the gap between the two. Due
to the complexity and rapid changes to Interior's EA, it's imperative to
have an automated means to describe and update the current state of
Interior's EA. The DOI Enterprise Architecture Repository (DEAR)
provides Interior with this ability.

DEAR is the authoritative source of Interior's IT systems inventory and
EA artifacts. Each DOI bureau has its own repository or Bureau EA
Repository (BEAR) which aggregates up to the DEAR for a comprehensive
Interior-wide architectural view. Currently, approximately 900 systems
are collectively housed within the DEAR and BEARs. The following
reference models are contained in DEAR and are updated regularly as
conditions change and/or new information is gathered.

-   DOI Performance Reference Model

-   DOI Business Reference Model

-   DOI Data Reference Model

-   DOI Service and Technology Reference Models

Over 100 "canned" reports have can be created to describe Interior's
"as-is" architecture which can be readily extracted from the DEAR/BEARs.
These reports are geared towards supporting various stakeholder analytic
needs (e.g., business executives, program managers, CIOs, architects,
system developers, etc.). Some of the questions a stakeholder can
retrieve answers to which portray Interior's "as-is" architectural state
include:

-   Which systems support the accomplishment of specific strategic
    outcomes, per the DOI Strategic Plan, in my program area?

-   What functions are supported by the systems in my bureau?

-   Are their other systems throughout the Department that support the
    same/similar functions?

-   What is the prevalent relational database management system (RDBMS)
    product (e.g., Oracle) used throughout Interior?

-   What other technologies are prevalent throughout DOI that may serve
    as good candidates for establishing enterprise contract agreements?

-   Based on the OMB Service Reference Model, what service components
    are being employed specific to each system?

Another important view of Interior's "as-is" architecture is the
percentage of systems mapped to major business areas performed within
Interior. Figure 3-3 graphs the percentage of "DOI-Tracked Systems" (in
the DEAR inventory) that are attributed to each DOI business area at the
time of the publication of this document (May 2005). A DOI-Tracked
System is a system that falls in one or more of the following
categories:

-   Indian Trust Systems

-   Major Applications

-   Financial Management Systems

-   General Support Systems

-   Other systems associated with

    -   Major IT investments -- Exhibit 300s

    -   Non-Major IT investments -- Exhibit 300-1s

![](media/image4.wmf){width="5.995138888888889in"
height="4.054166666666666in"}

[]{#__RefHeading___Toc105316354 .anchor}Figure 3‑3. Percentage of DOI
Systems Associated with Each DOI Business Area

In this context, the term "business area" is used loosely with regards
to the OMB definition as applied in the federal Business Reference Model
(BRM). Although DOI is following the OMB BRM taxonomy, Interior has
logically grouped its major functional areas as described in the above
figure to effectively address blueprint development efforts. However,
Interior's business areas are associated to the OMB BRM taxonomy within
DEAR ensure alignment with the Federal Enterprise Architecture (FEA).

It is also important to note that each of the business areas above can
be broken down into more granular functions, processes and activities as
described in the DOI BRM. It is important to have a robust understanding
of Interior's business architecture and how its investments and systems
align with this model. For example, in the case of the Wildland Fire
business area, supporting functions/activities (e.g., fuels treatment,
wildland fire prediction, incident response, etc.) are described in
DOI's BRM. When IT systems and investments are associated with this more
detailed business architecture, DOI can ascertain a clearer view of the
role each IT investment/system plays in the fulfillment of the functions
encompassed within that business area. To view the current DOI BRM visit
[www.doi.gov/ocio/architecture](http://www.doi.gov/ocio/architecture).

# DOI's Conceptual Target Architecture

The DOI Conceptual Target Architecture is organized around five services
areas that are in alignment with the Federal Enterprise Architecture
(FEA) Technical Reference Model (TRM). Specifically, the five service
areas within the DOI Conceptual Target Architecture are aligned with the
component framework level within the FEA TRM.

The alignment with the TRM is done for two reasons. First, the IEA
program is consistent in its approach of aligning to the FEA and
leveraging the existing FEA taxonomy in order to facilitate inter-Agency
enterprise architecture (EA) communications. DOI, with its wide array of
mission areas, is actively in communications and partnerships with other
Federal Agencies such as the Departments of Agriculture, Commerce, and
Treasury. The second reason for the FEA TRM alignment is that although
DOI's Conceptual Target Architecture leverages a services approach to
architecture, services are mapped to the technologies in the DOI TRM. As
a result, the DOI TRM is used in conjunction with the Conceptual Target
Architecture in order to move from architecture into the implementation
steps within the DOI Methodology for Business Transformation.

Figure 4-4 illustrates the DOI Conceptual Target Architecture and the
identified service instances that have resulted from the modernization
blueprint initiatives in FY2004. Each of the colored blocks represents
one of the five DOI services areas that also map to the FEA TRM. These
services areas are:

-   *[Presentation and User Interface Services:]{.underline}* This is
    the layer that provides the end user with an interface into the DOI
    applications.

-   *[Business Logic Services]{.underline}*: This is the layer that
    includes the logic or rules of the DOI business areas. Specifically,
    this would be items like business rules and data manipulation rules.

-   *[Data Interchange Services]{.underline}*: This is the layer that
    includes the access methods and standards so that applications can
    get access to DOI's stored data.

-   *[Data Management Services]{.underline}*: This is the layer that
    manages the storage and retrieval of DOI information. Specifically,
    this includes items such as databases.

-   *[Security Services]{.underline}*: This is the layer that manages
    the entry and rights of users who wish to access DOI applications.

Also in Figure 4-4 are the service instances that have been identified
through the Modernization Blueprint initiatives in FY2004. Each of the
26 white blocks is a service instance, which means an actual service
that has been recommended for implementation as a result of IEA's
analysis efforts.

![](media/image5.png){width="7.3125in" height="5.360416666666667in"}

[]{#__RefHeading___Toc105316355 .anchor}Figure 4‑4. DOI Conceptual
Target Architecture

Each of the 26 service instances in Figure 4-4 have been recommended
since they can be highly reused with the 20 DOI business areas. Figure
4-5 - Figure 4-8, show the mappings between the 26 service instances and
the 20 DOI business areas. It is important to note that the business
areas that have been studied in FY2004 (Financial Management, Wildland
Fire, Law Enforcement, and Recreation) have published blueprints that
refer to the use of these service instances. The remaining 16 DOI
business areas have been mapped to the 26 service instances as possible
business areas that could leverage the 26 service instances. As IEA
progresses through its analysis of the DOI business areas, these
mappings will become more concrete as they evolve into official
modernization blueprint recommendations and implementations.

![](media/image6.wmf){width="9.527777777777779in"
height="4.079861111111111in"}

[]{#__RefHeading___Toc105316356 .anchor}Figure 4‑5. Recommended Service
Instances Mapped to DOI Business Areas

![](media/image7.wmf){width="9.7125in" height="3.997916666666667in"}

[]{#__RefHeading___Toc105316357 .anchor}Figure 4‑6. Recommended Service
Instances Mapped to DOI Business Areas (continued)

![](media/image8.wmf){width="9.754166666666666in"
height="4.490972222222222in"}

[]{#__RefHeading___Toc105316358 .anchor}Figure 4‑7. Recommended Service
Instances Mapped to DOI Business Areas (continued)

![](media/image9.wmf){width="9.782638888888888in"
height="4.4319444444444445in"}

[]{#__RefHeading___Toc105316359 .anchor}Figure 4‑8. Recommended Service
Instances Mapped to DOI Business Areas (continued)

# Closing the Gap between Department of Interior's "As-Is" and Conceptual Target Architectures.

DOI's approach to closing the gap between its "as-is" and Target
Architectures is through the development and implementation of
modernization blueprints or "segment architectures" for its business
areas. DOI has developed a structured methodology for creating,
implementing and maintaining blueprints through its Methodology for
Business Transformation (MBT). Although the MBT and it's relation other
IEA program elements (e.g., governance structure, DEAR) are highlighted
in this section, these elements are more fully described in the DOI
Conceptual Architecture document. The DOI Conceptual Architecture
document is a companion document to this document, DOI Transition
Strategy. Collectively these two documents describe:

-   Interior's Conceptual Architecture Principles,

-   Interior's IT Governance Structure,

-   Interior's "As-Is" and Conceptual Target Architectures,

-   Interior's strategy for closing the gap between its "As-Is" and
    Target Architectures,

-   Specific business transformation projects that are actively closing
    the gap between Interior's "As-Is" and Target architectures,

-   Accompanying sequencing plan (see Appendix A) which outlines the
    major activities and projects that migrate Interior to its
    envisioned target state.

### Methodology for Business Transformation (MBT)

The MBT is DOI's approach for transforming enterprise systems from their
current state to a planned target state. The MBT provides a proven and
repeatable process for optimizing Interior's mission performance and
ensuring the effective alignment of IT investments and systems towards
accomplishing DOI's business goals and objectives. Founded on the
premise that EA is primarily about business transformation, the MBT
features a structured process and toolset to deliver an "actionable
architecture". The MBT addresses all dimensions of a business area
including its stakeholders, strategic goals and objectives, processes,
and supporting IT investments.

The MBT consists of analytic and implementation steps related to
business modernization (see Figure 5-9). A full description of the MBT
and supporting templates can be found on Interior's EA website at
[www.doi.gov/ocio/architecture](http://www.doi.gov/ocio/architecture).

The MBT is supported by a robust governance structure. Decision gates
are integrated into the MBT which call for active participation of DOI's
IT governance teams to ensure EA alignment. For example, between major
steps in the MBT, there are review activities and acceptance decisions
that must be adhered to in order for the analysts to move to the next
MBT step. These review and acceptance decisions are led by the
appropriate DOI governance bodies to ensure appropriate levels of
oversight and compliance. Ultimately, the final blueprints are presented
to the DOI Investment Review Board (IRB) for approval. Once approved,
these blueprints guide Interior's IT investment decision making for the
respective business area.

![](media/image10.wmf){width="6.990972222222222in"
height="3.8333333333333335in"}

[]{#__RefHeading___Toc105316360 .anchor}Figure 5‑9. Modernization
Blueprint Process

IRB approved blueprints are reconciled back into the enterprise-view of
Interior's EA. This reconciliation provides a Departmental portrayal of
technologies, services, systems, and information sharing that span
multiple business areas.

Interior's Conceptual Architecture Principles guide the modernization
blueprint development process to ensure enterprise-wide alignment. These
principles are fully discussed in DOI's Conceptual Architecture document
and provide over-arching guidance to ensure EA alignment. Since DOI is a
very complex and diverse organization that spans multiple business
areas, these principles should be leveraged by key stakeholders (e.g.,
system-owners, developers, project managers, etc.) to ensure continual
alignment with the IEA. In addition, business areas that have not
undergone blueprint development should use these principles when
acquiring/developing IT solutions within DOI.

# *[Section 2 Detailed Discussion of the Interior Enterprise Wide Transition Plan]{.underline}* {#section-2-detailed-discussion-of-the-interior-enterprise-wide-transition-plan .Closing}

This section highlights the existing and planned projects that are
affecting change within DOI. It includes the mission-focused FY2004
modernization blueprints that are currently being implemented as well as
the FY2005-FY2006 modernization blueprints that are planned/under
development. This section also includes DOI's integration with the
Federal e-Government initiatives and DOI's technology infrastructure
modernization initiatives. Finally, the section discusses the recurring
cycles (e.g., federal budget cycle) that influence and support the IEA.
Figure 2-1 depicts the high-level DOI-wide transition plan which is
further detailed in the Sequencing Plan provided in Appendix A).

# Discussion of Blueprints Being Implemented

Fiscal Year 2004 (FY-04) was a landmark year for the IEA as the first
four modernization blueprints were completed. These blueprints have
entered the implementation stage of business transformation. Figure 6-10
illustrates the high level timeline of these implementations.

![](media/image11.png){width="7.126388888888889in" height="1.1875in"}

[]{#__RefHeading___Toc105316361 .anchor}Figure 6‑10. Modernization
Blueprints Being Implemented

### Recreation Modernization Blueprint

**Recreation Modernization Blueprint and Implementation Projects:** The
Recreation Modernization Blueprint and supporting implementation
activities and projects span several facets of the recreation functions
within DOI and its bureaus. The blueprint defines a collection of
recommendations that improve services to citizens and business partners
(e.g., state and local recreation entities, private recreation-related
companies). These recommendations are aimed at providing more robust
services in the following areas: recreation information delivery,
recreation reservations, recreation permits management, and land use
metrics. Additionally, the blueprint defines recommendations that are
oriented towards optimizing the management of government resources.
Specifically, these efficiency oriented recommendations include the
elimination of redundant systems, the establishment of data sharing
relationships to eliminate duplicate data collection and storage,
continual evolvement of the Recreation XML schema for seamless sharing
of recreation data, and the use of business process reengineering
techniques to standardize and streamline supporting business processes
such as recreation permitting.

Figure 6-11 depicts the segment of the DOI Sequencing Plan that is
associated with the Recreation Modernization Blueprint Implementation.
For more detail on the Recreation Modernization Blueprint please visit:
<http://www.doi.gov/ocio/architecture/modblu/recreation/know.htm>

![](media/image12.png){width="6.998611111111111in"
height="2.7666666666666666in"}

[]{#__RefHeading___Toc105316362 .anchor}Figure 6‑11. : Recreation
Modernization Blueprint Implementation

**Recreation Modernization Blueprint Recommendations to the DOI
Strategic Plan**: In keeping with the strategic direction of the
enterprise, the IEA architects maintain mappings of modernization
blueprint recommendations back to the DOI Strategic Plan. This mapping
provides a "line of sight" between each recommendation and the
performance objectives identified in DOI's Strategic Plan. These
mappings serve as partial justification for the recommendations and
ensure that the overall business transformation is in line with the
enterprise strategic intent. Table 6-1 illustrates the relationships
between the recommendations in the Recreation Modernization Blueprint
and the DOI Strategic Plan.

[]{#__RefHeading___Toc105316379 .anchor}Table 6‑1. Recreation
Modernization Blueprint Recommendations Mapped to the DOI Strategic Plan

![](media/image13.wmf){width="7.2868055555555555in"
height="8.621527777777779in"}

### Wildland Fire Modernization Blueprint

**Wildland Fire Modernization Blueprint and Implementation Projects**:
The Wildland Fire Modernization Blueprint Implementation is particularly
focused on information delivery and the improved enablement of Wildland
Fire related systems. Major blueprint recommendations propose projects
that designate an official federal source of record for active
fire-status information and related information dissemination to the
end-citizen through the Internet, and improved use of geo-spatial
technologies and data sources to support fire fighting and prevention
operations. These recommendations are of benefit to the citizen and to
internal operations as they act to improve capabilities, reduce risks,
and increase the flow of accurate information that relates to Wildland
Fires.

There are cross-business area recommendations from this blueprint as
well. The Recreation Modernization Blueprint states that active fire
status is a required set of data for conducting operations.
Specifically, the recreation community can take advantage of the
location and status of active fires to inform citizens on impacted
federal recreational lands. By establishing a data sharing partnership
and leveraging web-services via a service oriented architecture (SOA)
approach, active-fire status can feed to Recreation One Stop.

The sharing of information should not be done in a "point to point"
architecture where systems are hard wired to talk directly to one
another. This is especially true for active fire status since that
information is needed by Recreation as well as other business areas such
as law enforcement. As a result, the Wildland Fire Modernization
Blueprint promotes a SOA approach for Wildland Fire to ensure that
information is delivered as shared, reusable services and not point to
point interfaces.

depicts the segment of the DOI Enterprise Wide Transition Plan that is
associated with the Wildland Fire Modernization Blueprint
Implementation. For more detail on the Wildland Fire Modernization
Blueprint please visit:
<http://www.doi.gov/ocio/architecture/modblu/fire/know.htm>

![](media/image14.png){width="7.125in" height="2.001388888888889in"}

[]{#_Ref105292855 .anchor}

Figure 6‑12. Wildland Fire Modernization Blueprint Implementation

**Wildland Fire Modernization Blueprint Recommendations to the DOI
Strategic Plan**: In keeping with the strategic direction of the
enterprise, the IEA architects maintain mappings of modernization
blueprint recommendations back to the DOI Strategic Plan. This mapping
provides a "line of sight" between each recommendation and the
performance objectives identified in DOI's Strategic Plan. These
mappings serve as partial justification for the recommendations and
ensure that the overall business transformation is in line with the
enterprise strategic intent. Table 6-2 illustrate the relationships
between the recommendations in the Wildland Fire Modernization Blueprint
and the DOI Strategic Plan.

[]{#__RefHeading___Toc105316380 .anchor}Table 6‑2. Wildland Fire
Modernization Blueprint Recommendations Mapped to the DOI Strategic Plan

![](media/image15.wmf){width="7.058333333333334in" height="8.43125in"}

![](media/image16.wmf){width="7.5in" height="7.095138888888889in"}

### Law Enforcement Modernization Blueprint

**Law Enforcement Modernization Blueprint and Implementation Projects**:
The Law Enforcement Modernization Blueprint Implementation is centered
on the implementation of the Incident Management and Reporting System
(IMARS). The IMARS solution is designed to be the standard DOI solution
for law enforcement incident management. The Law Enforcement
Modernization Blueprint leverages the existence of the IMARS procurement
and forms a series of tactical and strategic recommendations for the Law
Enforcement business area.

Specifically, the modernization blueprint recommends the retirement of
three legacy law enforcement systems in order to standardize on IMARS,
the retirement of several law enforcement specific asset tracking
systems to standardize on the DOI asset tracking standard source of
record, and implement IMARS so that it provides support for a pervasive
computer architecture (mobile, handheld, wireless). Additionally, the
modernization blueprint defines a heavy use of services in order to
leverage other investments made within DOI or the Federal sector.

Figure 6-13 depicts a portion of the segment of the DOI Enterprise Wide
Transition Plan that is associated with the Law Enforcement
Modernization Blueprint Implementation. For more detail on the Law
Enforcement Modernization Blueprint please visit:
<http://www.doi.gov/ocio/architecture/modblu/law/know.htm>

![](media/image17.png){width="7.065972222222222in"
height="4.6506944444444445in"}

[]{#__RefHeading___Toc105316364 .anchor}Figure 6‑13. Law Enforcement
Modernization Blueprint Implementation

**Law Enforcement Modernization Blueprint Recommendations to the DOI
Strategic Plan**: In keeping with the strategic direction of the
enterprise, the IEA architects maintain mappings of modernization
blueprint recommendations back to the DOI Strategic Plan. This mapping
provides a "line of sight" between each recommendation and the
performance objectives identified in DOI's Strategic Plan. These
mappings serve as partial justification for the recommendations and
ensure that the overall business transformation is in line with the
enterprise strategic intent. Table 6-3 illustrates the relationships
between the recommendations in the Law Enforcement Modernization
Blueprint and the DOI Strategic Plan.

[]{#__RefHeading___Toc105316381 .anchor}Table 6‑3. Law Enforcement
Modernization Blueprint Recommendations Mapped to the DOI Strategic Plan

![](media/image18.wmf){width="6.756944444444445in"
height="6.645138888888889in"}

### Financial Management Modernization Blueprint

**Financial Management Modernization Blueprint and Implementation
Project**: The Financial Management Modernization Blueprint
Implementation is centered on the implementation of the DOI-wide
Financial and Business Management System (FBMS). This commercial off the
shelf solution is designed to incorporate the majority of the financial
management functions into one solution that eliminates over 80 DOI and
Bureau systems. The FBMS implementation will span several years and is
targeted for completion in 2007.

The Financial Management Modernization Blueprint also defines a services
approach to leveraging the FBMS solution to deliver services to other
DOI business areas. Specifically, business organizations such as
Recreation, Law Enforcement, and Wildland Fire all need access to
standard, accurate facilities data. Currently, such facilities data is
collected and stored separately within each business area. The Financial
Management Modernization Blueprint defines a services approach where
this data is delivered to anyone who needs it within DOI and the
Bureaus. Other "services-ready" data defined in the Blueprint includes
customer data and organizational structure data.

The Financial Management Modernization Blueprint also defines
recommendations for standardizing and centralizing some common business
and finance related functions. These functions include time and
attendance functions (streamline operations and reduce time and
attendance systems), asset management functions (standardize on single
asset management system), and streamline/standardize financial planning
functions (supported through FBMS budget formulation module).

Overall the Financial Management Modernization Blueprint has a wide
impact on many business areas within DOI and includes many areas for
improvement in efficiency of operations and use of resources. Figure
6-14 depicts the segment of the DOI Enterprise Wide Transition Plan that
is associated with the Financial Management Modernization Blueprint
Implementation (also visit FBMS home page for updated schedule
information at www.doi.gov/fbms). For more detail on the Financial
Management Modernization Blueprint please visit:
<http://www.doi.gov/ocio/architecture/modblu/financial/know.htm>

![](media/image19.png){width="7.0in" height="2.0305555555555554in"}

[]{#__RefHeading___Toc105316365 .anchor}Figure 6‑14. Financial
Management Modernization Blueprint Implementation

**Financial Management Modernization Blueprint Recommendations to the
DOI Strategic Plan**: In keeping with the strategic direction of the
enterprise, the IEA architects maintain mappings of modernization
blueprint recommendations back to the DOI Strategic Plan. This mapping
provides a "line of sight" between each recommendation and the
performance objectives identified in DOI's Strategic Plan. These
mappings serve as partial justification for the recommendations and
ensure that the overall business transformation is in line with the
enterprise strategic intent. Table 6-4 illustrates the relationships
between the recommendations in the Financial Management Modernization
Blueprint and the DOI Strategic Plan.

[]{#__RefHeading___Toc105316382 .anchor}Table 6‑4. Financial Management
Modernization Blueprint Recommendations Mapped to the DOI Strategic Plan

![](media/image20.wmf){width="7.877083333333333in" height="2.25625in"}

**Impact of the FY2004 Modernization Blueprints Being Implemented**: IEA
had a successful year in FY2004. It developed the DOI Enterprise
Architecture Repository, standardized the Bureaus and Department on one
metamodel and one architecture approach, it won the Excellence in
Enterprise Architecture Award, and it developed and published four
modernization blueprints.

The four modernization blueprints were the largest driver of business
transformation within DOI as they impacted four highly important
business areas. These business areas were chosen for analysis because
they are of critical importance to the DOI mission and they represent
sizable existing investments in technology resources. Figure 6-15 graphs
the percentage of "DOI-Tracked Systems" (in the DEAR inventory) that are
attributed to each of the business areas within DOI at the time of the
publication of this document (May 2005). A DOI-Tracked System is a
system that falls in one or more of the following categories:

-   Indian Trust Systems

-   Major Applications

-   Financial Management Systems

-   General Support Systems

-   Other systems associated with

    -   Major IT investments -- Exhibit 300s

    -   Non-Major IT investments -- Exhibit 300-1s

The bars in blue represent the business areas studied in FY2004. As the
reader can see, the FY2004 Modernization blueprints are of large impact
to the enterprise systems picture as a whole.

![](media/image21.wmf){width="5.9944444444444445in" height="4.09375in"}

[]{#__RefHeading___Toc105316366 .anchor}Figure 6‑15. Percentage of DOI
Systems Associated with Each DOI Business Area (FY04 Blueprints are
highlighted)

The FY2004 modernization blueprints provide a significant impact to the
existing systems picture. The modernization blueprints also provide a
significant impact to the existing portfolio of investments. Each
business area has an associated portfolio of investments that are
analyzed to determine compliance in strategy, direction, and technology
with the enterprise architecture. As a result of the analysis, the IEA
architects develop findings and recommendations that are specific to the
investment portfolio and its compliance with the target architecture.
The alignment of the portfolio of investments to the target architecture
is a critical component of the Modernization Blueprint as it ensures
alignment and a common strategic direction. Figure 6-16 depicts the
major investments that are associated with the FY2004 modernization
blueprints and are included in recommendations for alignment to the
target architecture.

![](media/image22.png){width="5.992361111111111in"
height="4.347916666666666in"}

[]{#__RefHeading___Toc105316367 .anchor}Figure 6‑16. Major Investment
Alignments with FY-04 Modernization Blueprints and Other
Transformational Initiatives

In order to coordinate the collection of transformation projects and
investment alignments stemming from the modernization blueprints, each
publication includes a master transition plan that is tailored to the
business area. The transition plans define the high level dates and
milestones associated with the Blueprint's business, technology,
services, and data related transformation recommendations. Furthermore,
each of the modernization blueprints transition plans has been absorbed
into the DOI Enterprise Wide Transition Plan in order to coordinate the
business transformation at an enterprise level.

# Discussion of Blueprints Proposed to Be Developed

Currently there are eight modernization blueprint studies that are
proposed for development within DOI offices and bureaus. Each of these
proposed modernization blueprint initiatives are sponsored by a bureau
or office, and in many cases, more than one bureau might participate in
any given study. The business areas proposed for study are intended to
be representative of the areas of specialty within the bureaus and are
intended to continue adding to the DOI federated architecture.

The following business areas are proposed to be analyzed in
FY2005-FY2006 with a resulting modernization blueprint being published
and presented to the DOI Investment Review Board for executive approval:

-   Water Resource Management

-   Geospatial Architecture

-   Indian Trust

-   Human Resources

In addition, the following blueprint areas are either planned for
development or are in process.

-   Minerals Royalty Management

-   Aviation Management

-   Education

-   Natural Resources Inventory

-   

Figure 7-17 depicts the segment of the DOI Enterprise Wide Transition
Plan that is associated with the eight modernization blueprints proposed
to be developed.

![](media/image23.png){width="7.066666666666666in"
height="1.8090277777777777in"}

[]{#__RefHeading___Toc105316368 .anchor}Figure 7‑17. Modernization
Blueprints Proposed to Be Developed

Although these blueprints represent the bureau's first such studies, the
bureaus are leveraging considerable experience and knowledge through the
Office of the Secretary (OS), Office of the CIO lead blueprints using
the MBT. IEA has actively conducted training classes to prepare over 40
of the bureau architects by teaching the MBT. Each bureau that leads or
participates in a modernization blueprint study will be working through
the same analysis tasks and preparing similarly structured work products
and deliverables. The benefit of the standard approach will be the ease
of inter-bureau communications on EA related issues, the common
leveraging of the DEAR and BEARs for storage of work products, and the
ease of oversight for the applicable IT and EA governance teams.

Figure 7-18 depicts the MBT steps that are associated with developing a
modernization blueprint. In this case, these are the MBT steps that are
associated with the Water Resource Management Modernization Blueprint.
Within the DOI Enterprise Wide Transition Plan, each of the
"Modernization Blueprints Proposed to Be Developed" is scheduled to
leverage the same standard MBT steps and follow the same timeline. The
only exception to this statement is the Modernization Blueprint for
Indian Trust which is slated to be published in September 2005.

![](media/image24.png){width="7.125in" height="1.8291666666666666in"}

[]{#__RefHeading___Toc105316369 .anchor}Figure 7‑18. MBT Steps for
Developing a Modernization Blueprint

**Potential Impact of the Proposed FY2005-FY2006 Modernization
Blueprints Being Developed**: The bureaus are taking lead on the next
wave of modernization blueprints that are proposed to be developed in
FY2005-FY2006. These publications are intended to be specific to the
business areas of the Bureaus and intended to drive inter-bureau
participation in each set of architecture analysis steps. Furthermore,
the development of the target segment architecture via the FY2005-FY2006
modernization blueprints will evolve the Federated Architecture approach
at DOI. The result will be another set of recommendations for business
transformation which will serve as input to updated DOI's Sequencing
Plan (see Appendix A).

The proposed FY2005-FY2006 modernization blueprints impact many business
areas in terms of systems and the associated portfolio of investments.
Figure 7-19 graphs the percentage of DOI systems (in the DEAR inventory)
that are attributed to each of the business areas within DOI. The bars
in yellow represent the business areas that are proposed to be studied
in FY2005-FY2006. As the reader can see, the proposed FY2005-FY2006
modernization blueprints are of large impact to the enterprise systems
picture as a whole.

![](media/image21.wmf){width="5.9944444444444445in" height="4.09375in"}

[]{#__RefHeading___Toc105316370 .anchor}Figure 7‑19. Percentage of DOI
Systems Associated with Each DOI Business Area (FY05-06 Blueprints are
highlighted)

The proposed FY2005-FY2006 modernization blueprints provide a
significant impact to the existing systems picture. The proposed
modernization blueprints also provide a significant impact to the
existing portfolio of investments. Each business area has an associated
portfolio of investments that are analyzed to determine compliance in
strategy, direction, and technology with the enterprise architecture. As
a result of the analysis, the IEA architects develop findings and
recommendations that are specific to the investment portfolio and its
compliance with the target architecture. The alignment of the portfolio
of investments to the target architecture is a critical component of the
modernization blueprint as it ensures alignment and a common strategic
direction. Figure 7-20 depicts the major investments that are associated
with the proposed FY2005-FY2006 modernization blueprints and are likely
to be included in recommendations for alignment to the target
architecture.

![](media/image25.png){width="5.997222222222222in"
height="4.419444444444444in"}

[]{#__RefHeading___Toc105316371 .anchor}Figure 7‑20. Major Investments
Associated with FY2005-FY2006 Blueprint Developments

As each proposed FY2005-FY2006 modernization blueprint is developed, the
IEA and Bureau architects will also be developing an associated business
area specific transition plan. These plans are intended to guide the
business areas through the implementation of the recommendations within
the modernization blueprints. As the modernization blueprints are
finalized and approved by the appropriate governance teams, the IEA
program will work with the Bureau programs to incorporate the business
area transition plans into the DOI Sequencing Plan.

# Discussion of PMA E-Gov Integration

DOI has lead two of the President's Management Agenda (PMA) e-Government
(e-Gov) initiatives and has the opportunity to integrate with seventeen
additional PMA e-Gov solutions. Through its leadership roles with
Geospatial One Stop and Recreation One Stop, DOI has been making strides
to fulfill the PMA's intentions of delivering better quality services to
the citizen with increases in internally efficiencies. The internal
efficiencies and better delivery of services to citizens is also
furthered through DOI's efforts to integrate with the other applicable
PMA e-Gov initiatives. This integration is being architected through the
modernization blueprints and through the efforts of the most closely
associated segments of DOI and the Bureaus. The following is a list of
PMA e-Gov initiatives to which DOI is playing a participatory role:

1.  Business Gateway

2.  Consolidated Health Informatics

3.  Disaster Management

4.  E-Authentication

5.  E-Clearance

6.  Enterprise HR Integration

7.  E-Records Management

8.  E-Rulemaking

9.  E-Training

10. E-Travel

11. Federal Asset Sales

12. Geospatial Information One-Stop

13. GovBenefits

14. Grants.gov

15. Integrated Acquisition Environment

16. Recreation One-Stop

17. Recruitment One-Stop

18. Safecom

19. USA Services

The modernization blueprints include findings and recommendations for
alignment to the PMA e-Gov initiatives. Figure 8-21 illustrates the
mapping between the published and proposed modernization blueprints and
the relevant PMA e-Gov initiatives associated with these business areas.
As additional modernization blueprints are developed, supporting
investments will be evaluated for alignment with the PMA initiatives

![](media/image26.wmf){width="3.8402777777777777in"
height="4.710416666666666in"}

[]{#__RefHeading___Toc105316372 .anchor}Figure 8‑21. Modernization
Blueprints Mapped to PMA e-Gov Initiatives

In a recent submission to OMB, DOI documented the milestones and dates
that DOI has set for aligning with the nineteen PMA e-Gov initiatives.
These same milestones and dates serve as input into the DOI Sequencing
Plan. Figure 8-22 depicts the segment of the DOI Enterprise Wide
Transition Plan that is associated with the nineteen PMA e-Gov
initiatives.

![](media/image27.png){width="6.875694444444444in"
height="3.661111111111111in"}

[]{#__RefHeading___Toc105316373 .anchor}Figure 8‑22. PMA e-Government
Integration

**Impact of DOI integrating with the PMA e-Gov Initiatives**: The
Presidential Management Agenda (PMA) e-Government (e-Gov) initiatives
are intended to deliver a set of Federal level solutions that can be
leverage by business areas at all levels of the Federal government. DOI
has been embracing this process of reusability and has actively
incorporated the projected PMA e-Gov solutions into its analysis efforts
and its publications, as evidenced in this document. Furthermore, the
DOI e-Government Team has been an active participant in reviewing the
modernization blueprints from an e-Government perspective and with a
careful eye to ensure compliance with the Federal solutions.

The DOI e-Government team has also played a large role in ensuring that
there are coordinated plans to align existing DOI and Bureau investments
with the PMA e-Gov initiatives. This process of alignment will allow DOI
to leverage common solutions thus creating a more efficient operating
environment. Figure 8-23 documents the count of DOI and Bureau
investments as they are scheduled to align to the PMA e-Gov initiatives.

![](media/image28.wmf){width="5.9944444444444445in"
height="5.715972222222222in"}

[]{#__RefHeading___Toc105316374 .anchor}Figure 8‑23. DOI and Bureau
Investments to PMA e-Government Initiatives

# Discussion of DOI Technology Infrastructure Initiatives

Squarely within the Management of Government Resources domain of the OMB
BRM are the operations surrounding information technology. Those
operations are naturally impacted by the SRM and TRM as the services and
associated technologies play a large role in effecting the functions. At
DOI, the business process, service delivery, and enabling technology
dimensions of the technology infrastructure are being revived with a
series of critical initiatives designed to increase efficiencies,
security, quality of work life, and overall reliability. This series of
initiatives, called the DOI Technology Infrastructure Initiatives, will
impact each of the business areas within DOI and will be an enabler for
many of the recommendations within the FY2004 modernization blueprints.
The following is a brief synopsis of each of the initiatives:

**Active Directory**: The Active Directory project is intended to
inter-connect the many areas of DOI so that information and applications
can be more easily shared. This new sharing capability will enable DOI
and the Bureaus to become more tightly integrated in the use of data,
applications, and in business operations. Specifically, this project
seeks to reduce the hundreds of existing directories to one, provide for
network management using a single set of business rules, and support
single-sign on capability to access Interior's network and computing
resources.

**Messaging**: This project intends to reduce from three messaging
systems to one supported by Microsoft Exchange. This will reduce the
complexity of communications and provide for a standard messaging
environment. Furthermore, this project intends to consolidate the
hundreds of existing messaging servers into a more manageable number
appropriate for an enterprise environment.

**Enterprise Web (Server Consolidation)**: This project intends to
reduce from hundreds of distributed web servers to a right sized
enterprise hosted environment. Furthermore, this project intends to
deploy and enterprise portal.

**Enterprise Services Network**: The ESN is a single, centrally managed
wide area network for DOI. Specifically this project intends to collapse
thirteen networks into one centrally managed network, reduce internet
connections from thirty three to five, and standardize network equipment
so that fewer staff are necessary for maintenance and operations.

Figure 9-24 depicts the segment of the DOI Enterprise Wide Transition
Plan that is associated with the DOI Technology Infrastructure
Initiatives.

![](media/image29.png){width="6.872916666666667in"
height="3.317361111111111in"}

[]{#__RefHeading___Toc105316375 .anchor}Figure 9‑24. DOI Technology
Infrastructure Initiatives

# Integration Points within the DOI Enterprise Wide Transition Plan

The DOI Enterprise Wide Transition Plan includes a section on recurring
cycles that impact transformation within the Department. It is important
for any Department to have an understanding and appreciation for these
recurring cycles, how they intersect one another, and how the impact
your transformation planning and implementation efforts.

[]{#__RefHeading___Toc105316276 .anchor}**Federal Budget Cycle**

The Federal Budget Cycle impacts transformation efforts as the source of
the funds that enable change. Specifically, the transformation planning
needs to take the Federal Budget Cycle into consideration when defining
the modernization blueprint recommendations, the transition strategy,
and the change management impacts that all might rely on additional
investment dollars. Therefore, the timing of the modernization blueprint
publications, executive briefings, and IRB approval must all be in
concert with the Federal Budget Cycle. Figure 10-25 depicts the segment
of the DOI Enterprise Wide Transition Plan that is associated with the
Federal Budget Cycle.

![](media/image30.png){width="6.747222222222222in"
height="4.3381944444444445in"}

[]{#__RefHeading___Toc105316376 .anchor}Figure 10‑25. Federal Budget
Cycle

### Enterprise Architecture Governance 

Each year there are a variety of architecture related governance teams
that meet regularly within DOI. These teams are tasked with driving
quality, overseeing change, managing the federated architecture, and
ensuring value delivered to the customer base. The modernization
blueprints produced by IEA encompass business strategy, business
process, services, applications, and technology findings and
recommendations. As a result, the IEA team actively engages each of the
EA related governance teams in order to communicate ideas, interim
findings, final findings, and recommendations. These regular
interactions cannot be ad-hoc and it cannot be expected that the
governance teams work around the schedule of the IEA analysis. Therefore
as part of its transformation planning efforts, the IEA team monitors
the schedules of the EA related governance teams in order to provide
enough lead time to schedule and prepare for briefings to these teams.
As a result, the IEA team has had success with properly communicating
transformation planning and implementation progress throughout the
lifecycle of the FY2004 modernization blueprints. Figure 10-26 depicts
the segment of the DOI Enterprise Wide Transition Plan that is
associated with Enterprise Architecture Governance.

![](media/image31.png){width="7.444444444444445in"
height="2.4631944444444445in"}

[]{#__RefHeading___Toc105316377 .anchor}Figure 10‑26. Enterprise
Architecture Governance

### Reference Model Update and Review Cycle

The DOI instances of the reference models, using the FEA taxonomy, are
regularly discussed and evaluated to ensure accuracy and applicability.
These reviews are both a result of architects using the information in
the DOI Enterprise Architecture Repository (DEAR) as well as formal
updates and reviews by designated team. Within the DOI EA related
governance teams, there are teams that are designate to review and
update the PRM, BRM, SRM, TRM, and DRM. Since this information is of
such importance to inter-architecture program communications, the IEA
program monitors these update schedules in order to stay current and
keep the modernization blueprints current with any changes. Figure 10-27
depicts the segment of the DOI Enterprise Wide Transition Plan that is
associated with the Reference Model Update and Review Cycle.

![](media/image32.png){width="7.3805555555555555in"
height="2.4659722222222222in"}

[]{#__RefHeading___Toc105316378 .anchor}Figure 10‑27. Reference Model
Update and Review Cycle

# Conclusion

The IEA program has coined the phrase "Actionable Architecture" to
define its intentions with the program. The IEA team is focused on
producing a valuable planning service to the business and technology
organizations within DOI. By performing with the citizen and the
business organizations as the key drivers, the IEA architects will
continue to produce strong analysis that will enable transformation that
results in tangible improvements in DOI's management of government
resources and its delivery of services to the citizen. Through the
continuing implementation and analysis efforts, IEA will continue to
build and maintain the DOI Transition Strategy and accompanying
Sequencing Plan as the central, integrated guide of the overall
transformation initiatives within the DOI.

# Appendix A: Department of Interior Sequencing Plan {#appendix-a-department-of-interior-sequencing-plan .Closing}

**DOI Sequencing Plan**

A fundamental tenet of DOI's approach to enterprise architecture is that
it is business focused. At the core of DOI's strategy for initiating
business transformation is the development and implementation of
modernization blueprints for its business areas. These blueprints
provide a detailed analysis of a mission area's "As-Is" and Target
architectures with associated transition plan. The blueprints include
discussions of performance objectives and goals, investments, business
functions and processes, technologies, data, services and systems for
the specified business area. In addition, the business areas are
evaluated in the context of the other ongoing transformation activities
at the enterprise-level to understand reuse and integration
opportunities. Each resulting blueprint therefore contributes
significantly to the creation and maintenance of the DOI's enterprise
sequencing plan. This master integrated perspective provides a strategic
management view for executive management and business leaders to
understand:

-   the scope and risks associated to Change Management activities,

-   impacts to the ongoing CPIC activities,

-   resource usage and skill requirements,

-   organizational impacts,

-   project interdependencies,

-   technical interoperability risks,

-   shared services integration dependencies.

The DOI Methodology for Business Transformation (MBT) is specifically
designed to analyze and supply this type of information to the
Enterprise Sequencing Plan in order to support the requirements of the
Select, Control and Evaluate stages of the CPIC cycle. Since the DOI IT
Investment Review Board (IRB) approves all blueprints, each containing a
high-level transition plan, all entries into the sequencing plan are
approved by the CPIC governance and prioritization processes to ensure
enterprise financial and resource planning and priorities can be
maintained. That is, the individually approved transition plans for each
business area are folded into the DOI's enterprise sequencing plan.

It is important to note that there are many on-going factors that affect
the execution of the sequencing plan including:

-   Securing adequate funding for transitional projects/activities,

-   Changing business priorities may delay certain projects/activities
    over others,

-   Interdependencies between transitional projects

The detailed description of the sequence activities and their
interdependencies are only discussed at highest levels given the scope
and number of investments and associated interdependencies. As
transitional projects and activities are completed, DOI's Enterprise
Architecture Repository (DEAR) is updated to show the current state of
the IEA. Blueprints with detailed transition plans and associated
capital planning documentation provide a robust repository provide a
more detailed view with supporting documentation of the enterprise
sequencing plan. Figure A-1 shows the linkage of major transformational
projects and their linkages to planned and existing investments. This
view is supported by the high-level activities that follow.

EMBED Visio.Drawing.6 ![](media/image33.wmf){width="6.988888888888889in"
height="6.240972222222222in"}

**Figure A-1. DOI Transformation Results**

![](media/image34.wmf)

![](media/image35.png){width="9.8in" height="4.381944444444445in"}

![](media/image36.png){width="9.4in" height="4.24375in"}

![](media/image37.png){width="9.109722222222222in"
height="4.113194444444445in"}

![](media/image38.png){width="9.0in" height="4.063194444444444in"}