###### Updating the Clinger-Cohen Competencies for 

###### Enterprise Architecture 

Executive Summary

The Federal Chief Information Officers (CIO) Council has been empowered
to regularly update the Clinger-Cohen competencies with refreshed views
of industry and federal IT practices. In recent years, the success of
the Federal Enterprise Architecture Framework (FEAF) and the Federal
Enterprise Architecture Program Management Office (FEAPMO) in promoting
the pervasiveness of enterprise architecture initiatives clearly
demonstrates that Enterprise Architecture (EA) is one of the most
critical forces driving Government-wide interoperability, shaping
initiatives, and fostering consolidation and reuse of business
processes, systems, and technology across the federal IT landscape. The
primary purpose of this document is to provide sufficient justification
and detail for adding a new competency, Enterprise Architecture, to the
Clinger-Cohen competencies that will reflect critical skills and
definitions of the components of Enterprise Architectures, identify key
working relationships, and describe how EA projects are typically
structured and staffed across the Federal Government. The content of
this paper also proposes competencies and associated learning objectives
for EA across federal agencies in Appendix A.

A streamlined Federal Government with more federal-wide solutions and
systems, and reduced IT acquisition and maintenance costs, is contingent
upon a well-trained IT federal workforce capable of managing the design,
integration, and fielding of IT technology. The roles played by each
agency's Enterprise and Solutions Architects will be key to the
successful implementation of the Federal IT and E-Gov Initiatives.
Enterprise Architects design the information and technology frameworks
to implement the agency's IT strategic vision and therefore must possess
both the technical and managerial expertise required to achieve the
target architecture. Standardization of terminology and establishment of
baseline federal EA competencies will facilitate Enterprise Architecture
efforts across the Federal Government.

Background

## What is Enterprise Architecture? 

Enterprise Architecture (EA) links the business mission, strategy, and
processes of an organization to its IT strategy. It is documented using
multiple architectural models or views that show how the current and
future needs of an organization will be met. By focusing on strategic
differentiators and working across the enterprise, there is a unique
opportunity to create leverage and synergies and avoid duplication and
inconsistencies across the enterprise. The key components of the EA are:

-   Accurate representation of the business environment, strategy and
    critical success factors

-   Comprehensive documentation of business units and key processes

-   Views of the systems and data that support these processes

-   A set of technology standards that define *what* technologies and
    products are approved to be used within an organization,
    complemented by prescriptive enterprise-wide guidelines on *how* to
    best apply these technology standards in creating business
    applications.

In essence, the EA defines the target architecture at a given point in
the future that is necessary to support the business mission and
strategy of an organization. The box below provides two definitions of
an EA by the Federal CIO Council and the Meta Group, an IT consulting
firm.

Enterprise Architectures typically includes a baseline architecture, a
target architecture, and a transition plan for moving from the baseline
to the target. The target architecture components may be justified using
business cases developed by the enterprise architecture team. At a
minimum, EA is documented using the following architectural models:

**Business architecture** - addresses the business mission, strategy,
line of businesses, organization structure, business process models,
business functions, etc.

**Information architecture** (also known as data architecture) - defines
what information needs to be made available to accomplish the mission,
to whom, and how.

**Application architecture** (also known as functional architecture) -
focuses on the application portfolio required to support the business
mission and information needs of the organization. At the next level of
detail, it addresses the common business components and business
services that can be leveraged by multiple applications.

**Technology architecture** - defines the technology services needed to
support the application portfolio of the business. It also documents the
software, hardware, and network product standards.

John Zachman is the world\'s leading expert on Enterprise Architecture,
and author of the internationally renowned *"Framework for Enterprise
Architecture", w*hich has set the standard on how an organization should
develop, implement, and maintain an Enterprise Architecture. Additional
work by Steven Spewak and others, as well as the Federal CIO Council
itself, has resulted in ever increasing maturity of enterprise
architecture efforts across the commercial sector and the federal
government.

## EA Across the Federal Government

Executive Order 13011, *Federal Information Technology*, established the
Federal Chief Information Officers (CIO) Council as the principal
inter-Agency forum for improving practices in the design, modernization,
use, sharing, and performance of Federal information resources. The
Clinger-Cohen Act of 1996 assigned the CIOs with the responsibility to
develop information technology architectures (ITAs). The Office of
Management and Budget (OMB) Circular A-130, *Management of Federal
Information Resources*, November 28, 2000, requires agencies to ensure
consistency with Federal, agency, and bureau Enterprise Architectures
and to demonstrate consistency through compliance with agency business
requirements and standards.

In support of these mandates, the Federal CIO Council developed and
published the Federal Enterprise Architecture Framework (FEAF) in
September 1999, to promote shared development for common Federal
processes, interoperability, and sharing of information among the
Agencies of the Federal Government and other Governmental entities. In
serving the strategic needs and direction of the Federal Government, the
Federal CIO Council seeks to develop, maintain, and facilitate the
implementation of the top-level Enterprise Architecture for the Federal
Enterprise. The Framework consists of various approaches, models, and
definitions for communicating the overall organization and relationships
of architecture components required for developing and maintaining a
Federal Enterprise Architecture.

In response to the Clinger-Cohen Act of 1996, and the FEAF, most federal
agencies have initiated efforts to create EA awareness or to build an EA
management foundation. The scope of these EA projects has ranged from
functional area or sub-agency architectures (Zachman verticals) to
agency-wide definitions (Zachman horizontals) that extensively leverage
process and technology commonality within an agency.

In 2001, The President's E-Government Taskforce identified 24
Presidential Priority E-Gov initiatives that are potentially
transformational in nature and offer the opportunity to simplify, unify
and consolidate processes used by the Federal Government. These
Initiatives will enable the Federal Government to better serve the
public, promote interactions across governmental organizations, and
perform business activities while continuously improving internal
efficiency and effectiveness. The OMB's Federal Enterprise Architecture
Program Management Office (FEAPMO) has continuing stewardship
responsibilities for these E-Gov Initiatives, as they become the first
real instantiation of the Federal Enterprise Architecture (FEA). Whereas
the Federal CIO Council defined a *framework* for the FEA in 1999, the
FEAPMO, with the support of the Federal CIO Council, is now in the
process of developing a Federal Enterprise Architecture.

FEAPMO is developing five reference models: performance, data, services
components, technical, and business. Working jointly, these models will
drive standardization and cross agency collaboration opportunities. They
will also provide a structured approach to analyze overlapping
functions, identify similarities across agencies, and provide a means by
which agencies can leverage best practices from each other -- promoting
reuse in the government.

The FEA is intended to provide a consistent, industry-aligned approach
for defining and communicating the components needed to cost and plan
E-Gov programs -- both the 24 Presidential Priority E-Gov Initiatives
and other IT initiatives across the Federal Government. It is based on
the business requirements derived from the priority initiatives as well
as system engineering design best practices. Such an approach is
essential if the Federal Government is to 1) leverage information
technology investments and avoid unnecessary duplication of
infrastructure and major components, 2) link business processes through
shared, yet sufficiently protected information systems, and 3) leverage
disparate business processes, services and activities that are located
outside Agency boundaries.

# Enterprise Architects and Solutions Architects 

At its core, Enterprise Architecture and Solutions Architecture (SA)
differ primarily in business scope and the breadth of business and
technical issues analyzed. While the Enterprise Architect studies and
defines solutions for the entire enterprise or agency, the Solutions
Architect is generally concerned primarily with studying and defining
solutions for a single system, department or solution area within an
agency. Both Enterprise and Solutions Architects deal with the same
fundamental business and technology issues: alignment with core agency
business strategies, business process simplification and the
implementation of information technology that enables the realization of
key business objectives. However, the Enterprise Architect is concerned
with business issues, process optimization and technology
standardization at an agency level or, in the case of the FEAPMO, across
the Federal Government at large. The Solutions Architect is concerned
with these same issues, but on a smaller scale and within the scope of a
single project or system.

Enterprise Architects and Solutions Architects most often do not operate
independently, however. Enterprise Architects often help guide the
implementation of EA standards in the development and deployment of
targeted solutions and Solutions Architects often play key focused
technical and business roles on EA projects and ongoing initiatives.
Solutions Architects often seek the guidance of Enterprise Architects to
help interpret EA components and Enterprise Architects may act as
internal consultants to the Solutions Architecture team. This
interdependence and dynamic role shifting occurs normally in the life
cycle of EA and solution development.

Historically, Solutions Architects have been classified in a variety of
ways in the commercial and government sectors. Most typically, a System
Architect would lead the design of a system or solution. In turn, the
system architect would be responsible for a group of specialized
architects such as the data, software, network, security and hardware
architects. Some projects created a role called Chief Solutions
Architect, supported by architects classified as business, application,
systems management, infrastructure and network architects. Many other
variations on architect and architecture classification and nomenclature
exist to this day. Standardization of the classification of Solutions
Architects across the Federal Government would reduce much of the
current confusion and facilitate both enterprise architecture and
solutions architecture efforts.

# 

# 

# 

# 

#  

# Organizational Relationships of a Typical Enterprise Architecture 

The actual staffing and management within a public or private
organization would be based on the complexity of its IT projects and the
fluidity of its subject matter experts collaborating on multiple
projects. It is acknowledged that there are no "hard core" standards
today regarding the organization and execution of EA projects. However,
a review of EA initiatives across the Federal Government and private
industry will overwhelmingly support the working relationships shown
below. EA projects need to leverage the best agency talent available for
each role, so multiple roles can be filled by a single architect and,
conversely, a single role can be performed by multiple architects.

At the Enterprise Architect level, roles and responsibilities generally
remain static; however, the Solutions/Project Architects' roles change,
depending on the scope and complexity of a particular project. A Chief
Solutions Architect and various subordinate Solutions Architects may be
called upon to provide specialized expertise for larger scaled projects.
On the other hand, when implementing a small-scale solution for a
particular department, Enterprise Architects may use a single Solutions
Architect with specialized knowledge in the toolset to be implemented.

Although Enterprise Architects guide the overall architecture and
Solutions/Project Architects implement the solutions, both groups work
collaboratively to share direction, knowledge, and resources. The
following diagram illustrates the typical organizational relationship
between the Enterprise Architects and Solutions Architects.

![](media/image1.wmf)

Each of the major roles and responsibilities is described below:

**Chief Enterprise Architect.** The *Chief Enterprise Architect* has
overall responsibility for all of the enterprise architectures and their
ability to meet agency needs. This is an architectural design role,
rather than a management responsibility. Key responsibilities include:

-   Define an enterprise-wide documentation standard for architectures.

-   Define an enterprise-wide set of policies and principles for
    architectures.

-   Keeps appraised of emerging technologies to evolve enterprise IT
    architecture with more efficient and effective standards.

**Enterprise Architect.** The *Enterprise* *Architect* is responsible
for the definition and use of one of the enterprise architectures
(Business, Information, Applications, or Technology). The Enterprise
Architect must have a broad view of the entire organization/agency. This
person is a leader in business strategy, vision, and overall information
technology systems and architecture. Key responsibilities include:

-   

-   

-   Develop and maintain the architecture, working with the *other
    enterprise architects* to ensure consistency and completeness, and
    seeking approval for changes from the *Chief Enterprise Architect*,
    if not the same person/office.

-   

-   Document the enterprise architecture using approved documentation
    standards.

-   

-   

-   Define and maintain policies and principles relevant to their
    specific architecture.

-   Perform vitality process to ensure architecture continues to reflect
    agency needs and technical opportunities.

**Chief Solutions Architect.** The Chief Solutions Architect provides
the overall technical leadership throughout the lifecycle of a single
project or business solution in the areas of data, application and
technology. While the Chief Solutions Architect is not generally part of
the permanent Enterprise Architecture team, the Chief Solutions
Architect plays a vital role in the success of the Enterprise
Architecture, ensuring adherence to EA standards, seeking the guidance
of EA team members and providing feedback to the EA process. The Chief
Solutions Architect may also participate in one or more project tracks
of the EA program as a technical or business area specialist. Key
responsibilities include:

-   Establish the overall solutions architecture framework to guide the
    design of a business application and the implementation of selected
    infrastructures such as technologies, platforms, databases, data
    communications, data discovery and modeling strategy, data access
    strategy, standards, procedures, processes, quality assurance,
    training, and other components needed to support the architecture
    and make it functional.

-   Create the high-level technical design and detail technical design.

-   Participate in development environment setup, production environment
    setup, programming, unit testing, final delivery to the Integration
    Test Team and installation in the production environment.

-   Assist with the resolution of design-related issues during system
    development.

-   

-   

-   

-   

-   

-   

-   

-   

-   **Solutions Architect.** The Solutions Architect provides services
    in support of the Chief Solutions Architect, generally for the
    implementation of a single business solution or project. Whereas the
    EA Team prescribes standards and direction, the Solutions
    Architecture teams actually implement solutions in the context of a
    focused project or program. Solutions Architects generally have an
    area of specialization such as presentation, platforms, databases,
    business logic, security or messaging. Like the Chief Solutions
    Architect, Solutions Architects generally do not participate
    directly in the formulation of enterprise architectures but often
    seek the guidance of the EA team to clarify standards and to better
    understand how to implement the stated business direction. Solutions
    Architects who are the leading subject matter or business experts
    within an agency may also be called upon to participate in the EA
    process on a temporary or long-term basis in the role of a
    Consulting Solutions Architect. Solutions Architects also are an
    important part of the EA feedback loop, providing updated business,
    data and system views as well as refinements to important EA
    standards. []{.mark}

# Proposed Clinger-Cohen EA Competencies

Based on the normative approach to EA projects across the federal and
private sector, the following are the key areas of responsibility for
which competencies and learning objectives will be added to the
Clinger-Cohen competencies:

-   Chief Enterprise/Enterprise Architects

-   Chief Solutions/Consulting Solutions Architects

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-   

-   These areas of responsibility are not intended to constrain the
    manner in which individual agencies conduct EA efforts, but rather
    are provided only as a framework for the definition of EA
    competencies and learning objectives.

## Chief Enterprise Architect

The *Chief Enterprise Architect* is a highly experienced IT architect
who has a broad and deep understanding of the agency's overall business
strategy and general IT trends and directions. A summary of key
competencies includes:

-   Strong grasp of the value of IT investment in terms of costs,
    benefits and strategic value

-   Extensive knowledge of the agency, its drivers, issues, and
    strategic directions and plans

-   Extensive knowledge of IT capabilities, covering current and
    emerging technologies

-   Able to define an architectural evolution towards the technical
    strategy in achievable stages

-   Experience in a variety of complex architecture projects, able to
    lead and direct architects

-   Highly visible across the agency, opinions and decisions are
    respected

-   Able to lead the development of complex business cases

-   Must have depth and breadth of the overall organization, its
    business needs and objectives

-   Is a facilitator of change

-   Must be a great communicator

## Enterprise Architect

The *Enterprise Architect* is an experienced architect, with additional
specialized skills in his or her specific Enterprise Architecture area.
A summary of key competencies includes:

-   A basic grounding in the agency's environment, strategy and
    priorities

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-   Extensive knowledge of IT capabilities, covering current and
    emerging technologies

-   Good knowledge of how similar agencies use or plan to use technology

-   Ability to rationalize technology opportunities and business drivers
    optimizing return on investment

-   Familiar with agency's architectural principles and policies, able
    to interpret and apply

-   "Hands on" experience in architecture, able to perform a number of
    architectural tasks

-   Must have a mixture of BPR, business processes, and meeting facility

-   Strong in capability modeling

-   Can define and understand component capabilities and apply solutions

-   Ability to look at technology trends and effectively apply to
    business/project needs

-   Ability to look at and define target architecture for speciality
    projects

-   Ability to manage a repository - repository modeling and analysis

-   Competency in several tool sets

-   Ability to manage a project portal to identify concepts, work in
    progress, etc.

-   Able to identify redundancies among existing and proposed IT efforts

-   Ability to bring together an overall Enterprise Architecture from
    several individual EA efforts

-   Ability to develop the crux functional integration services that can
    be implemented in patterns

## Consulting Solutions Architect

The *Consulting Solutions Architect* is a Solutions Architect or Chief
Solutions Architect that provides "specialist" architectural services to
an EA effort when required on a temporary or advisory basis. Specialist
areas may include a particular application or business area, or a
specific technical skill such as middleware, security, systems
management, and so on, indeed the complete spectrum of Solutions
Architect capabilities.

Most often, the Consulting Solutions Architect is an agency resource,
although contractors are often used in this role. A summary of key
competencies includes:

-   Well grounded in the agency's architectural principles and policies

-   Good grounding in the basic capabilities of a given technology or
    product

-   Familiar with agency's enterprise architecture, able to interpret
    and apply

-   System and technical

-   Architecture skills, strong both on theory and on practical
    implementation

-   "Hands on" experience in architecture, able to perform a number of
    architectural tasks

-   Strong technical expertise in one or more technology areas

-   Ability to identify and be aware of different levels of EA

-   

-   

-   Ability to perform capability model scenarios

##### 

Appendix A contains the overarching EA competencies to be incorporated
into the Clinger-Cohen competencies, along with the associated learning
objectives.

# Mechanisms for Feedback

The Federal CIO Workforce and Human Capital Committee for IT seeks your
feedback on this material in order to gain wide consensus across the
federal IT community. Biennial reviews of EA roles and competencies will
be conducted during the update of the Clinger-Cohen Competencies to
ensure alignment with current normative practices.

+----------------------------+-----------------------------------------+
| #  APPENDI                 |                                         |
| X A\--CLINGER-COHEN COMPET |                                         |
| ENCY LEARNING OBJECTIVES F |                                         |
| OR ENTERPRISE ARCHITECTURE |                                         |
+----------------------------+-----------------------------------------+
| **Suggested Competency**   | **Proposed Competency and Learning      |
|                            | Objectives**                            |
+----------------------------+-----------------------------------------+
| **11.0 Enterprise          | **11.0 Enterprise Architecture**        |
| Architecture**             |                                         |
|                            | **11.0 LO 1**                           |
| General Discussion: An     |                                         |
| enterprise architecture    | Discuss the Clinger-Cohen mandate for   |
| (EA) establishes an        | developing IT-enabled business          |
| agency-wide roadmap to     | solutions according to an enterprise    |
| achieve the agency's       | architecture framework.                 |
| mission through optimal    |                                         |
| performance of its core    |                                         |
| business processes within  |                                         |
| an efficient information   |                                         |
| technology (IT)            |                                         |
| environment. Enterprise    |                                         |
| architectures are          |                                         |
| "blueprints" for           |                                         |
| systematically and         |                                         |
| completely defining an     |                                         |
| organization's current     |                                         |
| (baseline) or desired      |                                         |
| (target) environment.      |                                         |
| Enterprise architectures   |                                         |
| are essential for evolving |                                         |
| information systems and    |                                         |
| developing new systems     |                                         |
| that optimize their        |                                         |
| mission value. This is     |                                         |
| accomplished in logical or |                                         |
| business terms (e.g.,      |                                         |
| mission, business          |                                         |
| functions, information     |                                         |
| flows, and systems         |                                         |
| environments) and          |                                         |
| technical terms (e.g.,     |                                         |
| software, hardware,        |                                         |
| communications), and       |                                         |
| includes a sequencing plan |                                         |
| for transitioning from the |                                         |
| baseline environment to    |                                         |
| the target environment.    |                                         |
| **(source: CIO Council     |                                         |
| Federal Enterprise         |                                         |
| Architecture Version       |                                         |
| 1.0)**                     |                                         |
+----------------------------+-----------------------------------------+
| **Enterprise architecture  | **11.1 Enterprise architecture          |
| functions and governance** | functions and governance**              |
|                            |                                         |
| Possible jobs include:     | **11.1 LO 1**                           |
| Enterprise Architect,      |                                         |
| Solutions Architect,       | Identify and describe potential         |
| (Business Architect, Data  | architectural roles and                 |
| Architect, Security        | responsibilities within an              |
| Systems/IA Architect,      | organization, such as the Chief or      |
| etc.). Governance includes | Enterprise Architect and Solutions      |
| steering or executive      | Architects.                             |
| committees, policies,      |                                         |
| procedures and processes.  | **11.1 LO 2**                           |
|                            |                                         |
|                            | Describe how IT visionary strategic     |
|                            | planning is related to                  |
|                            | enterprise/program visionary planning.  |
|                            |                                         |
|                            | **11.1 LO 3**                           |
|                            |                                         |
|                            | List and discuss the Federal            |
|                            | architecture guidance for business and  |
|                            | technology drivers. Include GPEA, FOIA, |
|                            | GPRA, OMB Circulars A-130 and A-11, GAO |
|                            | and the Federal CIO Council and discuss |
|                            | the importance of each.                 |
|                            |                                         |
|                            | **11.1 LO 4**                           |
|                            |                                         |
|                            | Describe the role of the Federal CIO EA |
|                            | Governance Subcommittee in implementing |
|                            | Enterprise Architecture throughout the  |
|                            | Federal Government.                     |
|                            |                                         |
|                            | **11.1 LO 5**                           |
|                            |                                         |
|                            | Identify the enterprise architecture    |
|                            | responsibilities of various agency      |
|                            | managerial groups such as the Technical |
|                            | Review Committee, Capital Investment    |
|                            | Council, and Executive Steering         |
|                            | Committee.                              |
+----------------------------+-----------------------------------------+
|                            |                                         |
+----------------------------+-----------------------------------------+

+----------------------------+-----------------------------------------+
| **Key enterprise           | **11.2 Key enterprise architecture      |
| architecture concepts**    | concepts**                              |
|                            |                                         |
| Includes but not limited   | **11.2 LO 1**                           |
| to: frameworks, reference  |                                         |
| models, architecture       | Identify and describe the main elements |
| drivers, architecture      | of an enterprise architecture,          |
| components, architecture   | including architecture drivers,         |
| products or artifacts,     | strategic direction, current and target |
| architecture life-cycle    | architectures, the sequencing plan,     |
| management, metadata,      | architectural segments and models, and  |
| component-based            | standards.                              |
| architecture, security     |                                         |
| standards, etc.            | **11.2 LO 2**                           |
|                            |                                         |
| **Key enterprise           | Describe business reasons for           |
| architecture concepts**    | developing an enterprise architecture   |
|                            | (EA) and discuss benefits that can be   |
| **continued**              | derived from successful implementation  |
|                            | of a sound EA.                          |
|                            |                                         |
|                            | **11.2 LO 3**                           |
|                            |                                         |
|                            | Describe the technology architectures,  |
|                            | i.e., systems, hardware, software, and  |
|                            | communications.                         |
|                            |                                         |
|                            | **11.2 LO 4**                           |
|                            |                                         |
|                            | Describe ongoing developments as well   |
|                            | as current mainstream standards for web |
|                            | information, web services and           |
|                            | enterprise application integration.     |
|                            | Include discussion of other key         |
|                            | technologies such as Public Key         |
|                            | Infrastructure (PKI), Extensible Markup |
|                            | Language (XML), the Simple Object       |
|                            | Access Protocol (SOAP), Web Services    |
|                            | Description Language (WSDL), and the    |
|                            | Universal Description, Discovery and    |
|                            | Integration (UDDI) initiative.          |
|                            |                                         |
|                            | **11.2 LO 5**                           |
|                            |                                         |
|                            | Compare and contrast the dimensions of  |
|                            | different architectural frameworks.     |
|                            | Discuss Federal and DoD architecture    |
|                            | frameworks.                             |
|                            |                                         |
|                            | **11.2 LO 6**                           |
|                            |                                         |
|                            | Describe the use of reference models in |
|                            | identifying software components,        |
|                            | component functions and the             |
|                            | relationships among them. Discuss the   |
|                            | benefits of model and artifact          |
|                            | repositories.                           |
|                            |                                         |
|                            | **11.2 LO 7**                           |
|                            |                                         |
|                            | Compare and contrast the key elements   |
|                            | of widely used reference models such as |
|                            | the Technical Architecture Framework    |
|                            | for Information Management (TAFIM)      |
|                            | model, Common Object Request Broker     |
|                            | Architecture (CORBA) model and the      |
|                            | European Computer Manufacturers         |
|                            | Association (ECMA) model.               |
|                            |                                         |
|                            | **11.2 LO 8**                           |
|                            |                                         |
|                            | Describe the OMB Federal reference      |
|                            | model initiative and discuss its        |
|                            | utilization within the Federal          |
|                            | Enterprise Architecture.                |
|                            |                                         |
|                            | **11.2 LO 9**                           |
|                            |                                         |
|                            | Discuss the latest changes in           |
|                            | commercial architectural constructs,    |
|                            | including Service Oriented              |
|                            | Architectures (SOA); Model Driven       |
|                            | Architectures (MDA); and Architectural  |
|                            | Patterns and Profiles.                  |
|                            |                                         |
|                            | **11.2 LO 10**                          |
|                            |                                         |
|                            | Discuss the need for security as it     |
|                            | relates to and is integrated into the   |
|                            | enterprise architecture. Include issues |
|                            | such as cross-realm security, security  |
|                            | consequences of aggregated              |
|                            | architectural data, common identity     |
|                            | management approaches, and              |
|                            | revocation/repudiation mechanisms.      |
+----------------------------+-----------------------------------------+
|                            |                                         |
+----------------------------+-----------------------------------------+

+----------------------------+-----------------------------------------+
| **Development and          | **11.3 Enterprise architecture          |
| maintenance of an          | development and maintenance**           |
| enterprise architecture**  |                                         |
|                            | **11.3 LO 1**                           |
|                            |                                         |
|                            | Characterize the baseline architecture  |
|                            | of an organization's/agency's IT/IRM.   |
|                            |                                         |
|                            | **11.3 LO 2**                           |
|                            |                                         |
|                            | Evaluate the value of the CRUD matrix   |
|                            | (Create, Retrieve, Update, and Delete)  |
|                            | when developing architectures.          |
|                            |                                         |
|                            | **11.2 LO 3**                           |
|                            |                                         |
|                            | Describe basic architecture development |
|                            | methodologies (e.g., Object Oriented,   |
|                            | Structured Analysis, etc).              |
|                            |                                         |
|                            | **11.3 LO4**                            |
|                            |                                         |
|                            | Justify the need to build or develop a  |
|                            | history of the organization's           |
|                            | architecture and the business cases     |
|                            | that were used to support it.           |
|                            |                                         |
|                            | **11.3 LO 5**                           |
|                            |                                         |
|                            | Discuss the need for, and the           |
|                            | development of a transition             |
|                            | (sequencing) plan to move IT from where |
|                            | it is to where it will be going.        |
|                            |                                         |
|                            | **11.3 LO 6**                           |
|                            |                                         |
|                            | Create a notional migration chart to    |
|                            | document planned evolution from         |
|                            | baseline to target architecture.        |
|                            |                                         |
|                            | **11.3 LO 7**                           |
|                            |                                         |
|                            | Describe the multi-dimensional nature   |
|                            | of architecture and its need to evolve  |
|                            | over time.                              |
|                            |                                         |
|                            | **11.3 LO 8**                           |
|                            |                                         |
|                            | Discuss the strategic planning process  |
|                            | and its importance in anticipating and  |
|                            | forecasting the impact of future        |
|                            | trends.                                 |
|                            |                                         |
|                            | **11.3 LO 9**                           |
|                            |                                         |
|                            | Compare, contrast and evaluate internal |
|                            | and external sources of information     |
|                            | that will assure awareness and          |
|                            | understanding of new and emerging       |
|                            | technology and its business             |
|                            | implications.                           |
|                            |                                         |
|                            | **11.3 LO 10**                          |
|                            |                                         |
|                            | Describe and define the role that IT    |
|                            | architectural principles play in        |
|                            | establishing an enterprise              |
|                            | architecture.                           |
|                            |                                         |
|                            | **11.3 LO 11**                          |
|                            |                                         |
|                            | Walk students through the process of    |
|                            | developing an enterprise architecture   |
|                            | to include the information, technical,  |
|                            | business and data aspects.              |
+----------------------------+-----------------------------------------+
|                            |                                         |
+----------------------------+-----------------------------------------+

+----------------------------+-----------------------------------------+
| **Use of enterprise        | **11.4 Use of enterprise architecture   |
| architecture in IT         | in IT investment decision making**      |
| investment decision        |                                         |
| making**                   | **11.4 LO 1**                           |
|                            |                                         |
| *(e.g., requirements       | Assess the agency's baseline            |
| analysis and               | architecture in terms of its            |
| identification, budgeting  | effectiveness in meeting                |
| and acquisition process)*  | enterprise/program strategic goals and  |
|                            | performance goals and identify gaps     |
|                            | that should be addressed.               |
|                            |                                         |
|                            | **11.4 LO 2**                           |
|                            |                                         |
|                            | Describe the ways in which a strategic  |
|                            | plan, annual performance plan, specific |
|                            | architecture requirements, and the      |
|                            | capital planning process must drive the |
|                            | acquisition strategy.                   |
|                            |                                         |
|                            | **11.4 LO 3**                           |
|                            |                                         |
|                            | Describe the potential difficulties in  |
|                            | implementing competing IT architectural |
|                            | principles and the need to document     |
|                            | resolution of conflicting decisions.    |
|                            |                                         |
|                            | **11.4 LO 4**                           |
|                            |                                         |
|                            | Given the rate of change in IT, as well |
|                            | as changing agency requirements,        |
|                            | describe strategies for creating an     |
|                            | adaptive budgeting process to support   |
|                            | the enterprise architecture.            |
|                            |                                         |
|                            | **11.4 LO 5**                           |
|                            |                                         |
|                            | Identify and evaluate the range of      |
|                            | alternatives to acquisition that should |
|                            | be explored in the pre-phase of the     |
|                            | project. Include the role of            |
|                            | technology, reengineering,              |
|                            | architecture, training, processes,      |
|                            | procedures, elimination of functions,   |
|                            | etc, in the listing of alternatives.    |
|                            |                                         |
|                            | **11.4 LO 6**                           |
|                            |                                         |
|                            | Describe the relationship between the   |
|                            | Federal Enterprise Architecture         |
|                            | Business Review Model and capital       |
|                            | planning. Include discussion of OMB     |
|                            | Circulars A-11 and A-130.               |
|                            |                                         |
|                            | **11.4 LO 7**                           |
|                            |                                         |
|                            | Discuss the importance of mapping major |
|                            | IT capital investments to the           |
|                            | organization's strategic plans and      |
|                            | business lines, in accordance with an   |
|                            | agency's enterprise architecture.       |
+----------------------------+-----------------------------------------+
|                            |                                         |
+----------------------------+-----------------------------------------+

+----------------------------+-----------------------------------------+
| **Interpretation of        | **11.5 Interpretation of enterprise     |
| enterprise architecture    | architecture models and artifacts**     |
| models, artifacts, and     |                                         |
| other types of             | **11.5 LO 1**                           |
| descriptions**             |                                         |
|                            | Discuss and compare at least two        |
|                            | enterprise architecture models and      |
|                            | popular tools to assist in building     |
|                            | them.                                   |
|                            |                                         |
|                            | **11.5 LO 2**                           |
|                            |                                         |
|                            | Identify the reasons that a CIO would   |
|                            | need to know the status of the current  |
|                            | technology architecture, including      |
|                            | systems documentation, equipment        |
|                            | inventories, network configuration      |
|                            | diagrams, policies, and procedures.     |
|                            | Describe the process by which current   |
|                            | technology architecture, including      |
|                            | platforms, networks, etc., is           |
|                            | identified.                             |
|                            |                                         |
|                            | **11.5 LO 3**                           |
|                            |                                         |
|                            | Discuss the importance and key aspects  |
|                            | of model interpretation in              |
|                            | understanding and sharing metadata,     |
|                            | integration and component reuse, and    |
|                            | achieving interoperability.             |
+----------------------------+-----------------------------------------+
|                            |                                         |
+----------------------------+-----------------------------------------+

+----------------------------+-----------------------------------------+
| **Data management**        | **11.6 Data management**                |
|                            |                                         |
|                            | **11.6 LO 1**                           |
|                            |                                         |
|                            | Discuss the value of relating           |
|                            | information management and data         |
|                            | management plans to the use of          |
|                            | information by the agency.              |
|                            |                                         |
|                            | **11.6 LO 2**                           |
|                            |                                         |
|                            | Discuss the criticality of data         |
|                            | interoperability and the role of data   |
|                            | standardization in it.                  |
|                            |                                         |
|                            | **11.6 LO 3**                           |
|                            |                                         |
|                            | Contrast information management with    |
|                            | data management.                        |
|                            |                                         |
|                            | **11.6 LO 4**                           |
|                            |                                         |
|                            | Discuss reliability and validity of     |
|                            | data issues, including originating      |
|                            | source and processing of the data.      |
|                            |                                         |
|                            | **11.6 LO 5**                           |
|                            |                                         |
|                            | List and describe the attributes        |
|                            | (availability, accessibility, security, |
|                            | volatility, usability, manipulability,  |
|                            | etc.) of data management.               |
|                            |                                         |
|                            | **11.6 LO 6**                           |
|                            |                                         |
|                            | Discuss both traditional and emerging   |
|                            | concepts and technologies of data       |
|                            | management including process modeling;  |
|                            | Enterprise Application Integration      |
|                            | (EAI); data cleaning; data modeling;    |
|                            | intelligent agents, tools and           |
|                            | applications; data mining; data         |
|                            | warehousing; and data exchange and      |
|                            | interchange.                            |
|                            |                                         |
|                            | **11.6 LO 7**                           |
|                            |                                         |
|                            | Describe and analyze problems of scale. |
|                            | Measure, evaluate and justify the cost  |
|                            | and value of data and data quality.     |
+----------------------------+-----------------------------------------+
|                            |                                         |
+----------------------------+-----------------------------------------+

+----------------------------+-----------------------------------------+
| **Performance measurement  | **11.7 Performance measurement for      |
| for enterprise             | enterprise architecture**               |
| architectures**            |                                         |
|                            | **11.7 LO 1**                           |
|                            |                                         |
|                            | Define and describe performance goals   |
|                            | and distinguish performance goals from  |
|                            | performance standards.                  |
|                            |                                         |
|                            | **11.7 LO 2**                           |
|                            |                                         |
|                            | Discuss and describe the role of IT     |
|                            | performance goals and standards with    |
|                            | respect to the enterprise/program       |
|                            | strategic plan, general goals and       |
|                            | performance goals.                      |
|                            |                                         |
|                            | **11.7 LO 3**                           |
|                            |                                         |
|                            | Identify tools that can be used to      |
|                            | establish performance indicators for a  |
|                            | CIO's "dashboard" for enterprise        |
|                            | architecture performance. See 5.3 LO 2, |
|                            | 5.5 LO 3, and 5.6 LO 1.                 |
|                            |                                         |
|                            | **11.7 LO 4**                           |
|                            |                                         |
|                            | Evaluate various IT performance         |
|                            | analysis and assessment processes in    |
|                            | regards to enterprise architecture.     |
+----------------------------+-----------------------------------------+
|                            |                                         |
+----------------------------+-----------------------------------------+