# Presentation: 259475

## Interior Business Architecture Team (IBAT) 

- Kick-Off Meeting
- July 24, 2003
- Sponsor:  W. Hord Tipton, DOI CIO

## IBAT AGENDA

- What Are We Charged to Do?...........................................................Hord Tipton
- Enterprise Architecture – Federal Direction...........................Colleen Coggins
- IEA End Outcomes..........................................................Colleen Coggins
- IEA Business Value..............................................................James Barrett
- OMB Federal Enterprise Architecture (FEA) Overview............Colleen Coggins
- Financial Management & Popkin Demo...............................Colleen & James
- IBAT Roles & Meeting Logistics............................................IBAT Members
- Open Discussion...............................................................IBAT Members

- DOI Business Architecture Team

## WHAT ARE WE CHARGED TO DO? 

- Hord Tipton
- DOI CIO

## Extracts From OMB FY 2004 Budget Passback:

*The DOI is ****directed**** to ****create an integrated and  comprehensive departmental process for EA****; *
*Reduce ****redundancie****s** in these separate approaches; *
*Map to ****the Federal Enterprise Architecture efforts of OMB****.  *
*OMB endorsed the ****BLM EA**** process.*
***EA developed to a detail level**** that ensures the efficient management of Department IT resources, *

- DOI Business Architecture Team

**Notes:**
Before discussing what they want from us.  Let’s examine how they’ve shown us their displeasure in our performance.  Albeit most of this is targeted at the Departmental level, we’re suffering in the balance.

They’ve levied a substantial cut in IT.  They’ve stated in meetings that the Department doesn’t do an adequate job of screening Major IT investments for duplication, mission essential, architecture alignment, etc.

They’ve scored many of the Bureau’s 300Bs Low. (Check which ones)

They don’t see an overarching connected game plan.

Let’s review the OMB Budget Pass Back Language

## Interior Enterprise Architecture – A New Approach

- Refocused the IEA to align with OMB Federal Enterprise Architecture (FEA) Reference Models
- Performance, Business, Data, Service and Technology Reference Model
- Created two teams to fast-track IEA development
- Interior Business Architecture Team (IBAT)
- Business layers of Architecture (e.g., Performance and Business Reference Models)
- Interior Technical Architecture Team (ITAT)
- Technology Layers of Architecture (e.g., Technology Reference Model, etc.)
- Incorporating Existing Bureau *(e.g., MMS, BLM)* & Business Area *(e.g., Recreation, Fire)* artifacts into unified DOI Architecture
- Establishing IEA governance
- Ensure IT investments adhere to the IEA.

- DOI Business Architecture Team

## Interior Enterprise Architecture Program - Accomplishments

- MAY 2003
- DOI Briefed Version 1.0 of the Interior Business Architecture (IBA) concentrating on Financial Management Business Area to OMB
- OMB Endorsed Methodology, Tools and Approach of IEA.
- Briefing resulted in OMB release of DOI FBMS system out of “Architecture Jail”
- June 2003
- DOI Updating Technical Reference Model – Defines DOI approved technology and product standards.
- DOI Names Popkin System Architect as DOI Architecture Repository Standard
- DOI Launches Popkin IPT to launch DOI-Standard Architecture Repository
- DOI Launches Data Resources Management Program
- July 2003
- DOI Lifts Bureau-level Architecture Freeze
- DOI Announces Initial Business & Data Architecture Focus of 5 Business Areas
- DOI Establishes IBAT
- DOI Positioned to Pilot Popkin Across DOI WAN

- DOI Business Architecture Team

## Enterprise Architecture – Federal Direction 

- Colleen Coggins
- Interior Business Architect

## Achieving Results from IT: Last Year’s Analysis Identified Six Chronic Problems

**Poor Modernization Blueprints:**** **Few agencies had a business-driven enterprise architectures, a roadmap that showed what IT investments will be used to better improve performance
**Paving Cowpaths****: **Agencies automated management problems, instead of leveraging   e-business to fix them
**Redundant Buying:**** **Multiple agencies bought the same item, instead of                  driving economies of scale or creating one-stop points of service
**Program Management****: **Few delivered on time, on budget
**Islands of Automation:**** **
- Citizens have to deal with multiple agencies (22,000 websites) to get service, instead of going to a single point of service website or call center
- Agencies cannot easily collaborate for key missions like Homeland Security.
**Poor Cyber Security:**** **IT security is seen as an IT or funding issue, instead of agency management issue

- Source:  Briefing from Mark Forman (OMB AD for IT & E-GOV); September 2002

- DOI Business Architecture Team

**Notes:**
Program Performance Value : 
IT bought for agency operations —not citizens' interface needs.
Systems evaluated wrongly (e.g., % time they are working, rather effect on the programs they support).
Technology Leverage: 
Technology does not replace good management, but good government management requires technology 
Government traditionally uses IT to automate existing processes, rather than to create more effective business practices.
Islands of Automation : 
22,000 Websites: citizens have to deal with multiple agencies to get service, 
5,600 GPEA Transactions: businesses have to fill-out multiple forms that ask for the same information, and 
Agencies cannot easily collaborate for key missions like Homeland Security.
Resistance to Change : Budget processes and agency cultures perpetuate silos. 
Budgeting processes support silos. 
Agency cultures and fear of reorganization create resistance to integrating workload or sharing systems across several agencies.

## WHAT DOES OMB WANT FROM US?

**    ****WHAT HAVE THEY TOLD FEDERAL AGENCIES?**

**OMB Has A Two-pronged Approach For Driving Progress: Each Cabinet-level Department and Agency is Rated ****Quarterly**

**Agency E-government Progress**
**Modernization Blueprint -- Enterprise Architecture**
**Business Cases -- Capital Planning and Investment Control**
**IT Program Management**
**IT Security**
**Multi-agency E-Government Initiative Involvement**

- Source:  Mark A. Forman,** **Associate Director for IT and E-Government (OMB) Briefing:  *Enterprise Architectures That Matter*

- DOI Business Architecture Team

**Notes:**
EGov is the What or Destination  EA is the How or Roadmap of how you get there (Mark Forman says this a lot)

As you can see the means for achieving E-Gov progress is directly related to an mature CIO Program that includes:
EA, CPIC, Successful IT Program Mgmt. & IT Security.

They’re telling us that an Agency’s EA & E-GOV Strategies must be integrated!!

A MODERNIZATION BLUEPRINT = A TARGET ARCHITECTURE

## WHAT DOES OMB WANT FROM US?

**Identify common functions, interdependencies, interrelationships, and evaluate barriers to information sharing**
**Implement in a way that addresses both the opportunities and risks of a “networked” environment**
**Leverage technologies to achieve benefits of interoperability while protecting societal values of privacy and intellectual property rights, etc.**

**Fundamentals for Success in Applying Web Services**

- Source:  Mark A. Forman,** **Associate Director for IT and E-Government (OMB)
- Briefing:  *Enterprise Architectures That Matter*

**WHAT HAVE THEY TOLD FEDERAL AGENCIES?**

- DOI Business Architecture Team

**Notes:**
The BEA’s Primary MISSION IS TO EFFECTIVELY PLAN IT INVESTMENTS THAT ARE LINKED TO BUSINESS PRIORITIES EFFICIENTLY.

THE BEA PROVIDES THE MEANS FOR ACHIEVING THE ABOVE THREE FUNDAMENTALS FOR ACHIEVING E-GOV.  IT IS THE PRIMARY STOREHOUSE OF THE ABOVE INFORMATION.

BLM HAS BEEN HAMPERED IN THE PAST FROM DEVELOPING THIS PLAN – TARGET ARCHITECTURE BECAUSE WE LACKED THE TOOL TO EFFECTIVELY PERFORM THE FIRST BULLET AT AN ENTERPRISE LEVEL.

WE’VE COLLECTED THE DATA BUT HAD NO REAL MECHANISM FOR PERFORMING THE ANALYSIS AT AN ENTERPRISE LEVEL.  NOW THAT WE’VE MIGRATED ALL THE INFORMATION TO A TOOL SET THAT ALLOWS US TO PERFORM THESE ANALYSES WE ARE WELL POSITIONED TO DEVELOP OUR EA BLUEPRINT – WITH YOUR HELP!

## WHAT DOES OMB WANT FROM US?

- Source:  Mark A. Forman,** **Associate Director for IT and E-Government (OMB) Briefing:  *Enterprise Architectures That Matter*

**WHAT HAVE THEY TOLD FEDERAL AGENCIES?**

**Developing a modernization blueprint**
**Component-based enterprise architecture that addresses the business lines, data, information, and technology necessary to meet our missions. **
**CIO Council/OMB Analysis identifying internal/external interrelationships and interdependencies at each layer**
**Within and across departments**
**Privacy and security are key components of this architecture**
**Eliminate investments in redundant IT capabilities**
**Unify and Simplify: Shared investments and process integration to leverage common components in making government citizen centered and driving results **
**Common business functions**
**Vertical or horizontal integration needed to perform**

**END-TO-END DIGITAL SERVICE DELIVERY IS THE NEW PARADIGM**

- DOI Business Architecture Team

**Notes:**
The BEA’s Primary MISSION IS TO EFFECTIVELY PLAN IT INVESTMENTS THAT ARE LINKED TO BUSINESS PRIORITIES SECURELY AND EFFICIENTLY.

THE BEA PROVIDES THE MEANS FOR ACHIEVING THE ABOVE THREE FUNDAMENTALS FOR ACHIEVING E-GOV.  IT IS THE PRIMARY STOREHOUSE OF THE ABOVE INFORMATION.

BLM HAS BEEN HAMPERED IN THE PAST FROM DEVELOPING THIS PLAN – TARGET ARCHITECTURE BECAUSE WE LACKED THE TOOL TO EFFECTIVELY PERFORM THE FIRST BULLET AT AN ENTERPRISE LEVEL.

WE’VE COLLECTED THE DATA BUT HAD NO REAL MECHANISM FOR PERFORMING THE ANALYSIS AT AN ENTERPRISE LEVEL.  NOW THAT WE’VE MIGRATED ALL THE INFORMATION TO A TOOL SET THAT ALLOWS US TO PERFORM THESE ANALYSES WE ARE WELL POSITIONED TO DEVELOP OUR EA BLUEPRINT – WITH YOUR HELP!

## IEA End Outcomes 

- Colleen Coggins
- Interior Business Architect

## DOI Business Priorities, Goals & Outcomes

**Strategic Plan**
**Activity Based Costing (ABC),**
**Business Functions,**
**Data Requirements**

**IT Investments:**
**E-GOV Initiatives**
**Major System Development Efforts**
**Infrastructure Upgrades & Enhancements**
**BRM**

**Aligning IT Investments with Business Needs**

- DOI Business Architecture Team

## Expected Outcomes:

- Interior Business Architecture Team:
- Define an Interior-wide modernization blueprint for IT investments that:
- Supports Interior’s strategic priorities and business needs
- Guides the decision making in the Capital Planning and Investment Control Process
- Minimizes functional and data redundancies
- Improves Overall Performance
- Target Systems are based on Re-engineered/Optimized business processes
- Target Systems adhere to the DOI Technical Reference Model

- DOI Business Architecture Team

## IBAT Business Value 

- Jim Barrett
- Northrop Grumman – IBAT Support

## Business Value of Interior Enterprise Architecture

- How do the DOI Programs stand to benefit from this effort?
- What does the IBA provide?

- DOI Business Architecture Team

## Interior Enterprise Architecture Provides

- Enabling Capabilities
- Analytical Tools and Information
- Architecture Skills and Services
- Recommendations:
- How to manage and align IT investments with
- Future business models (inter agency, e-gov)
- Changing government landscape and directives (BRM)
- Opportunities
- Alignment with OMB can yield supporting program or infrastructure investment dollars

- DOI Business Architecture Team

## The Challenge Of Knowing Where The IT  Dollar Goes?

- How is our IT $ being spent?
- What does it mean to my LOB?
- Just what is going on?

- Creates business oriented views
-  into how all of this works together
- Get the Business Priority driving the
- IT investments

- DOI Business Architecture Team

## How is this Accomplished?

- IEA follows the IT dollars:
- Where has it been invested?
- Where is it going to be spent?
- Is it being spent effectively?
- Does it align with the strategic planning and business objectives?

- DOI Business Architecture Team

## Strategy and Approach 

- Jim Barrett
- Northrop Grumman – IBAT Support

## Interior Business Architecture Approach

- Team will use a combination of:
***Top Down*** – Understanding the external and business drivers pushing the DOI
- (e.g., President’s Management Agenda, Strategic Plan, ABC, and Competitive Sourcing)
- Focusing on Interior-wide strategic business areas
- Initial focus:
- Financial Management
- Recreation
- Indian Trust
- Law Enforcement
- Wildland Fire Management
***Bottom Up*** – Leveraging and Understanding business needs and architectures at the bureau/office level.
- Bureau-level architecture efforts should focus on:
- Business Areas Strategically important at bureau-level
- Business Areas not targeted under IEA effort
- Bureau-unique Business Functions
- 				“BEST OF BREED WILL LEAD”

- DOI Business Architecture Team

## We Will Use Both ‘Top-down’ and ‘Bottom-up’ Methods As Part of Our Integrated Approach

- IT Expenditures, Business Cases

- Bureaus Enterprise Architecture Artifacts

**DOI Repository**

- Gap Analysis

**Outcomes:**
**Modernization Blueprint**
**Near term $ savings on IT portfolios and business operations**
**Improved means for LOB prioritizations**
**Opportunities for organizational efficiencies**

- DOI Business Architecture Team

## OMB FEA OVERVIEW 

- Colleen Coggins
- Interior Business Architect

## Interior Enterprise Architecture – FEA Alignment

_**Business Reference Model (BRM)**_

-  Lines of Business
-  Agencies, Customers, Partners

_**Service Component Reference Model (SRM)**_

-  Capabilities and Functionality
-  Services and Access Channels

_**Technical Reference Model (TRM)**_

-  IT Services
-  Standards

_**Data Reference Model (DRM)**_

-  Business-focused data standardization
-  Cross-Agency Information exchanges

_**Performance Reference Model (PRM)**_

-  Government-wide Performance Measures & Outcomes
-  Line of Business-Specific Performance Measures & Outcomes

**Interior Enterprise Architecture – FEA Alignment**

**Federal Enterprise Architecture (FEA)**

- IBA

- ITA

- DOI Business Architecture Team

## The PRM’s six Measurement Areas are designed to capture the relationship between inputs, outputs, and outcomes.  

- OUTCOMES:  Mission and business

- -

- critical

- results aligned with Levels 1 and 3 of the

- BRM.  Results measured from a customer

- perspective.

- OUTPUTS:  The direct effects of day

- -

- to

- -

- day

- activities and broader processes measured

- as driven by desired outcomes.  Aligned

- with Level 2 of the BRM.

- INPUTS:  Key enablers measured

- through their contribution to outputs

- –

- and by extension outcomes

- •

- Employee Ratios

- DOI Business Architecture Team

## Each PRM Measurement Category contains generic Indicators. 

- Each PRM Measurement Category contains generic Indicators.

- Generic Performance Indicators
- Total # of products produced, activities performed, or services provided per relevant unit of time
- # of products produced, activities performed, or services provided per FTE
- % of resources used versus resources available for use
- # and/or % of products or services that are electronic

**Productivity & Efficiency**

- DOI Business Architecture Team

## Decision-makers then uniquely tailor or “operationalize” these Indicators to reflect their specific environment

- Total # of products produced, activities performed, or services provided per relevant unit of time
- # of products produced, activities performed, or services provided per FTE
- % of resources used versus resources available for use
- # and/or % of products or services that are electronic

**Productivity & Efficiency**

- DOI Business Architecture Team

## The FEA Business Reference Model (BRM)

- Internal Operations / Infrastructure

**Human Resources,  Financial Management Admin                       Supply Chain Management **

**Human Resources,  Financial Management Admin                       Supply Chain Management **

**Inter-Agency**

**Intra-Agency**

- Support Delivery of Services

**Legislative Management**
**Business Management of Information**
**IT Management, Regulator Management**
**Planning and Resource Allocation**

**Controls and Oversight**
**Public Affairs**
**Internal Risk Management and Mitigation**
**Federal Financial Assistance**

- Web
- Services

- Telephone
- Voice
- Interactive

- E-system
- to System

- Public/Private
- Partnerships

- Fax

- Face to
- Face

- Mail

- Program Admin

- Compliance

- Services to Citizens

**Public Asset Management**

**Marketable Asset Management**

**Defense & Nat’l Security Ops**

**Diplomacy & Foreign Relations**

**Disaster Management**

**Domestic Economy**

**Education**

**Energy Management**

**Insurance**

**Public Health**

**Recreation & National Resources**

**Social Services**

**R&D & Science**

**Regulated Activity Approval**

**Consumer Safety**

**Environmental Management**

**Law Enforcement**

**Legal**

**Revenue Collection**

**Trade (Import/Export)**

**Transportation**

**Workforce Management**

**Program Admin**

**Compliance**

- Services to Citizens

**Public Asset Management**

**Marketable Asset Management**

**Defense & Nat’l Security Ops**

**Diplomacy & Foreign Relations**

**Disaster Management**

**Domestic Economy**

**Education**

**Energy Management**

**Insurance**

**Public Health**

**Recreation & National Resources**

**Social Services**

**R&D & Science**

**Regulated Activity Approval**

**Consumer Safety**

**Environmental Management**

**Law Enforcement**

**Legal**

**Revenue Collection**

**Trade (Import/Export)**

**Transportation**

**Workforce Management**

- Internet/
- Portal

- Intranet/
- Portal

**On average 10 Cabinet Departments and agencies per Line of Business**

**On average 21 Cabinet Departments and agencies per Line of Business**

**All 24 Cabinet Departments and agencies per Line of Business**

**DOI supports over **
**50 BRM sub-functions**

- DOI Business Architecture Team

**Notes:**
The FEA Business Reference Model (BRM) is a function-driven framework for describing the Lines of Business performed by the Federal Government independent of the Agencies that perform them

## The SRM framework is comprised of three (3) inter-related “service-orientated” tiers – each of which describes capabilities in greater levels of granularity

**Service Layers**
- The collection of business oriented service categories that align service / component capabilities to a level in which they support the objectives and performance of the business.

**Service Types**
- A collection of business-driven, service types (or categories) that assist the Service Layer in accomplishing of mission and/or performance objectives.

**Service Components**
- The collection of components and/or capabilities that support the Service Type.

- Level of Granularity

***7 Service Layers***

***27 Service Types***

***143 Service Components***

- DOI Business Architecture Team

## Customer Services

**Defines the set of capabilities that are directly related to the end customer, the business’ interaction with the customer, and the customer driven activities or functions.**

**Customer Relationship Management (CRM)**

**Customer**
**Preferences**

- Call Center Management
- Customer Analytics
- Sales and Marketing
- Product / Brand Management
- Customer / Account Management
- Contact Management
- Partner Relationship Mgmt
- Customer Feedback
- Surveys

- Personalization
- Subscriptions
- Alerts and Notifications
- Profile Management

**Customer Initiated**
**Assistance**

- Online Help
- Online Tutorials
- Self-Service
- Reservations / Registration
- Multi-Lingual Support
- Assistance Request

*Extended descriptions of capabilities and functions are provided in Appendix B.*

- DOI Business Architecture Team

## DOI Conceptual Business Architecture Model

- DOI Business Architecture Team

## DOI Financial Management Architecture  

- Demonstration of Value
- Demonstration of Approach

## Integrated DOI BRM Report

- DOI Financial Function / Activities mapped to OMB BRM V2
- DOI Integrated BRM shows mappings between OMB BRM and DOI Financial Activities, DOI Financial Systems, and ABC elements
- Use of a modeling tool allows rapid response to changes in the OMB’s BRM and clearly shows where multiple financial systems are mapped to a given function / activity
- Linkages between PRM and BRM shows the relationship between functions performed and goals / objectives supported

- DOI Business Architecture Team

## Function to BRM Matrix Report

- DOI Business Architecture Team

## Arming the Business Managers with Information to Drive Decision-Making  

- James Barrett
- Northrop Grumman (IBAT Support)

## How can Line of Business (LOB) Manager “Mine” for Opportunities

- How do my IT investments support my Strategic Outcomes?
- What investments/adjustments must I make to assure accomplishment of my Strategic Outcomes?
- Why does the LOB portfolio have so many applications?
- How are they related?
- Are there cost sharing opportunities?
- What re-engineered processes can I leverage in my bureau?
- How is my investment different than other LOBs?

- DOI Business Architecture Team

## “Plan of Attack”  

- Colleen Coggins
- Interior Business Architect

## Project Management Effort

**Create DOI Performance Reference Model (PRM)**

**Create DOI Business Reference Model (BRM) **

**Create a DOI-wide As-Is/Baseline Applications Architecture mapped to the DOI BRM and PRM. **

**Design for Implementing DOI-wide Popkin System Architecture Solution and accompanying form 300 in XML format.**

**Develop Plan to create and fully populate all FEA-models (i.e., PRM, BRM, SRM, DRM and TRM) for the DOI and its sub-Bureaus. **

**Conduct Popkin SA Training** ** **

- Fully maintain, update, administer and operate the D.E.A.R.

- Draft and Final DOI-wide Popkin SA systems architecture design
- Draft and Final Concept of Operations DEAR plan that includes SOP for:
- Security Management and Access Control
- Systems Administration
- Configuration Management

-   Report enumerating existing enterprise architecture artifacts in existence  across Bureaus
-   Documentation of Bureau - specific PRM, BRM, TRM, SRM, and DRM Metamodels
-   Plan, schedule, cost estimates by bureau and Departmental office for developing and fully populating all FEA models, bureau and DOI office reports, queries, etc

-   One-week customized Popkin training for up to 15 students
-   Accompanying training and reference material

-   Operational reports as required or directed by the TM (e.g., usage, access control lists, etc.)
-   Updated, secure and operational D.E.A.R

- 5/15/03 – 7/31/03

- 8/1/03 – 10/31/03

- 7/1/03 – 10/31/03

- 9/1/03 – 10/31/03

**Develop complete “As-Is” Business Architecture for the following business areas:**
- Fire Management
- Law Enforcement
- Indian Trust
- Financial Management
- Recreation

-   Draft and final business architecture for each of the five business areas and its relation to the overall DOI business architecture in hard copy report format and electronic version of populated Popkin S.A. encyclopedia.

- 5/1/03 – 10/31/03

- 5/1/03 – 5/30/03

- 5/15/03 – 6/31/03

- 7/1/03 – 8/31/03

- 6/01/03 – 10/31/03

- Create critical path, resource loaded project plan
- Maintain and update the project plan
- Monthly Status Reports
- Draft and Final Communications Plan
- Bi-Monthly Printed Newsletters
- Bi-Weekly Electronic Bulletins
- DOI Business Architecture Intranet/Internet Websites

- Draft and Final DOI PRM Meta-model defined within Popkin SA tool including  Entity Relationship Diagram (ERD)
- Draft and Final DOI PRM including Mapping of DOI Strategic Plan
- Macros, scripts, and tailoring of Popkin SA to enable PRM HTML and Word/Excel report generation from Popkin SA tool

- Create and define a DOI BRM consistent with FEA BRM and map the DOI BRM to the DOI PRM
- Create the DOI BRM in the Popkin SA tool
- Define and validate DOI BRM functions, activities, and principle tasks with DOI and Bureau-level stakeholders
- Macros, scripts, and tailoring of Popkin SA to enable PRM HTML and Word/Excel report generation from Popkin SA tool

- Draft and Final DOI Baseline Applications Architecture Meta-model in Popkin SA
- Baseline application system shall be mapped to the DOI BRM & PRM
- Macros, scripts, and tailoring of Popkin SA to enable Baseline Applications Architecture HTML and Word report generation from Popkin SA tool

**Procure Popkin Licenses  **

- DOI Business Architecture Team

## IBAT Recommended Roles & Responsibilities  

- Colleen Coggins
- Interior Business Architect

## Recommended IBAT Roles and Responsibilities

- Assure the IEA is business driven and supports the strategic priorities of DOI.
- Recommend to the ITMC and MIT business improvements and technology investments that benefit the DOI overall.
- Support, where feasible, cross-cutting solutions that are customer-centric.
- Serve as the focal point of contact for respective bureau/office/business area on business architecture issues.
- Actively participate in the development and validation of the business layers of the IEA.
- Provide input on “best practice” solutions that may be leveraged   across the DOI
- Provide feedback into the overall IEA to continually improve               the overall Program.

- DOI Business Architecture Team

## Immediate IBAT Participation Requested

- 5 Focal Business Areas –
- Follow-up Interviews to determine functions, processes, and information requirements.
- Office of Planning and Performance Management –
- Assistance in mapping DOI Strategic Plan to OMB PRM for IBAT Review
- Office of Budget
- Assistance in mapping ABC work activities to DOI BRM Functions
- Bureaus and Offices
- Follow-up Interviews to determine existing architecture artifacts available for mapping into unified IEA.
- Understanding of Business Areas for Focus in FY04 & 05.
- Validation of existing and planned Major Applications to IEA models

- DOI Business Architecture Team

## IBAT Logistics  

- Open Discussion

## IBAT Logistics 

- Establish Meeting Schedules
- Frequency
- Telcon logistics
- Locations
- IBAT Charter
- Draft by next meeting

- DOI Business Architecture Team

## Questions, Concerns, Discussion  

- IBAT Members