# Presentation: 335286

## Interior Enterprise Architecture (IEA)

- Presented by:  Colleen Coggins
- Interior Business Architect
- October 8, 2003

## INTERIOR ENTERPRISE ARCHITECTURE

- Integration of CPIC and Architecture
- OMB FEA Models – Exhibit 300s Part 11
- Purpose and Implications
- DOI Enterprise Architecture Repository (DEAR) – What it means to You.

## CPIC & Architecture:  Why the Two Shall Meet....

**    ****WHAT HAS OMB 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*

- One without the
- other is a recipe
-  for failure

**Notes:**
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

## 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**

**Aligning IT Investments with Business Needs**

## OMB FEA Models 

- Purpose and Implications

## PERFORMANCE REFERENCE MODEL (PRM)  

## Agencies  “Operationalize” PRM Indicators to reflect their Specific Environment

- Water Resource Management
- Conservation, Marine and Land Management
- Recreational Resource Management and Tourism.
- Agricultural Innovation and Services

**Natural Resources**

## PRM:  What Are the Implications?

*OMB budget examiners and*
*agency officials can use the PRM to*
*evaluate cross-agency progress during*
*PART assessments. More specifically, the*
*performance of agencies within the*
*same BRM Sub-function can be compared*
*to identify best practices to improve*
*lower-scoring programs.*

*Source:  PRM Version 1.0 Volume 11*

- An Automated Tool Exists to Gauge Performance Across The Federal Government
- for IT Investments Supporting “like” Functions.
- IMPLICATON:
- The Best of Breed
-  Will Lead

- PRM

## The Business Reference Model (BRM)

- Management of Government Resources

**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**

**Government Service Delivery**
**Direct Services for Citizens**
**Knowledge Creation and Management**
**Public Goods Creation and Management**
**Regulatory Compliance and Enforcement**

**Regulated Activity Approval**

**Consumer Safety**

**Environmental Management**

**Law Enforcement**

**Legal**

**Revenue Collection**

**Trade (Import/Export)**

**Transportation**

**Workforce Management**

**Homeland Security**

**Intelligence Operations**

**Defense & Nat’l Security Ops**

**International Affairs and Commerce**

**Disaster Management**

**Economic Development**

**Education**

**Energy**

**Correctional Activities**

**Health**

**National Resources**
**Transportation**

**General Science and Innovation**

**Community and Social Services**

**Environmental Management**

**Law Enforcement**

**Legal**

**Revenue Collection**

**Workforce Management**

- 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**

- Services for Citizens

- Mode of Delivery

- Financial Vehicles
- Federal Financial Assistance
- Credit and Insurance
- Transfers to States & Local Gov’ts.

**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

## BRM:  What Are the Implications?

- Collaboration and the elimination
-  of unnecessary redundancy
-  is central to the FEA
- approach ...if one
-  collection of functions is
- possible, it is preferred

*Source:  BRM Version 2.0*

- An Automated Tool Exists to Gauge Functional Overlaps Across The Federal Government in IT Investments.
- IMPLICATON:  IT Investments will be scrutinized to eliminate redundancy.

- BRM

## The Service Reference Model (SRM)

**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***

## SRM:  What Are the Implications?

*The SRM is structured across horizontal *
*and vertical service domains that,*
* **independent of the business functions,*
*can provide a leverage-able*
* **foundation to support the*
* **reuse of applications, *
*application capabilities,*
* **components, and business services.*

*Source:  SRM Version 1.0*

-  A uniform framework
- exists for classifying Application Services to promote component
- reuse across the Federal Government.
- IMPLICATON:  IT Investments will be
- examined for building and leveraging re-usable components to save $$$

- SRM

## Technical Reference Model (TRM):   Purpose and Implications

- Provides a foundation to describe
-  the standards, specifications,
- and technologies supporting
- the business
- (or Service) components
-  and e-Gov solutions.

*Source:  TRM Version 1.1 *

-  A uniform framework
- To advance re-use of
- technology and component services across the
-  Federal Government.
- IMPLICATONS:
- Technology Re-Use &
- Consolidated Federal
- Procurements.

- TRM

## DOI Enterprise Architecture Repository (DEAR)

## DEAR will integrate data across the DOI to Improve Overall Business & IT Decision Making.

- Security

- IT Invest

- Enterprise
- Architect.

- E-Gov

- Trust

- Programs

- C & A
- Status

- OMB FEA

- Bus. Arch

- IT Spending/Ex. 53

- CPIC
- Ex. 300s

- Portfolio
- Mgmt.

- DOI Strategic Plan

- Data Arch.

- App. Arch.

- Tech. Arch.

-    Bureau Archs.

- Trust
- Inventory

- Trust
- Re-Eng.

- Geospatial
- 1
- Stop

- Rec. 1
- Stop

- Activity
- Based
- Costing

- Financial
- Mgmt.
- Arch.

- Fire Bus.
-  Models

- DOI Enterprise Architecture Repository (DEAR)

**Notes:**
Most of the existing data stores will be centrally consolidated into one repository that will:
minimizing data redundancy, 
Associate information for improved traceability (e.g., strategic outcomes and measures to existing and planned IT investments.

## DOI Enterprise Architecture Repository (DEAR) Conceptual Meta-model

- Phase
- Three

## DOI Enterprise Architecture Repository (DEAR)

- Provides an analytical tool that integrates business, architecture and investment artifacts for improved IT investment decision making.
- Will be leveraged to develop Modernization Blueprints for Interior Lines of Businesses:
- Identify Data Sharing Opportunities
- Identify Systems with Functional Overlaps
- Identify Gaps in Existing Capabilities for Achieving Strategic Objectives.
- In FY-04, OCIO will develop modernization blueprints for key LOBs (e.g., Recreation, Law Enforcement, Indian Trust)
- Bureaus will have a DOI-Wide View of Interior Systems and Investments in Relation to Strategic Outcomes, Business Functions, etc.
- Promote multi-bureau collaboration to achieve cross-cutting solutions.
- Promote multi-bureau collaboration to minimize redundancy in IT investments.

## We will have traceability from our Strategic goals and objectives to the supporting functions, processes, data, application systems and technology.

**DOI Business Reference Model **
**Sample Analyses:  Reduce Functional Overlap in Interior’s IT Portfolio.**

**DOI Performance Reference Model**
**Sample Analysis:**
**Identify “gaps” in technology that may hinder achievement of Strategic Goals and Outcomes**

**Pre-populated DEAR meta-model ensure uniformity across the DOI**

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

## 	QUESTIONS - ???