# Presentation: 786423

## Architecting the State  Human Services IT Enterprise

**Hamilton Crowne Plaza**
**Washington, DC**
**May 3-4, 2004**

**Notes:**
Administration for Children and Families State Systems Summit Logo
State Information Technology Consortium Logo
Text on slide:
Architecting the State Human Services IT Enterprise
Hamilton Crowne Plaza
Washington, DC 
May 3-4, 2004

## Section A

**Notes:**
Text on slide:
Section A

## Welcome & Introduction

**Welcome**
**Welcome and brief introductions**
**Welcome remarks by the Administration for Children and Families (ACF) Sponsor**
***Mark Graboyes*****,**** our ACF Federal Project Officer**
**Logistics**

**Notes:**
Text on slide:
Welcome and Introduction
Welcome
Welcome and brief introductions
Welcome remarks by the Administration for Children and Families (ACF) Sponsor
Mark Graboyes, our ACF Federal Project Officer
Logistics

## Methodology 
The training session consists of:
Lecture
Discussion
Questions and Answers
Case scenarios/State examples
Exercises

**The training session consists of:**
**Lecture**
**Discussion**
**Questions and Answers**
**Case scenarios/State examples**
**Exercises**

*Welcome & Introduction*

**Notes:**
Text on Slide:
Welcome and Introduction
Methodology 
The training session consists of:
Lecture
Discussion
Questions and Answers
Case scenarios/State examples
Exercises

## Welcome & Introduction

**Contents of Course Notebook**
**Section A****	****:****	****Welcome & Introduction**
**Section B:****	****What Is Enterprise Architecture?**
**Section C:****	****Why Should You Do Enterprise Architecture?**
**Section D:****	****How Do You Do Enterprise Architecture?**
**Section E:****	****Enterprise Architecture Implementation Plan **
**Section F:****	****Enterprise Architecture Lessons Learned**
**Section G:****	****Conclusion**
**Appendix A - Acronyms & Glossary**
**Appendix B - Sources**

**Notes:**
Text on Slide:
Welcome and Introduction
Contents of Course Notebook
Section A: Welcome & Introduction
Section B: What Is Enterprise Architecture?
Section C: Why Should You Do Enterprise Architecture?
Section D: How Do You Do Enterprise Architecture?
Section E: Enterprise Architecture Implementation Plan 
Section F: Enterprise Architecture Lessons Learned
Section G: Conclusion
Appendix A - Acronyms & Glossary
Appendix B - Sources

## Welcome & Introduction

**Enterprise Architecture State Focus Group**** **
**This group is comprised of representatives of States interested in Enterprise Architecture across the nation **
**The plans and components for this training summit are the direct results of outstanding work of the Enterprise Architecture Focus Group**

***The SITC team would like to extend a very special thanks***
***to all the members of both the Enterprise Architecture Focus Group and the ACF Technical Advisory Group who devoted their time and resources to making this ***
***Enterprise Architecture Summit a reality***
***Focus Group States: California, Hawaii, Iowa, Michigan, Minnesota, Mississippi, Pennsylvania, Vermont, Virginia, Washington, and Wyoming***
***TAG Members:  Florida, Indiana, Iowa, Maryland, Michigan, Minnesota, New Jersey, North Carolina, Texas, ***
***Virginia, Washington, Washoe Tribe, and Wisconsin***

**Notes:**
Text on slide:
Welcome and Introduction
Enterprise Architecture State Focus Group 
This group is comprised of representatives of States interested in Enterprise Architecture across the nation 
The plans and components for this training summit are the direct results of outstanding work of the Enterprise Architecture Focus Group
The SITC team would like to extend a very special thanks to all the members of both the Enterprise Architecture Focus Group and the ACF Technical Advisory Group who devoted their time and resources to making this Enterprise Architecture Summit a reality
Focus Group States: California, Hawaii, Iowa, Michigan, Minnesota, Mississippi, Pennsylvania, Vermont, Virginia, Washington, and Wyoming
TAG Members:  Florida, Indiana, Iowa, Maryland, Michigan, Minnesota, New Jersey, North Carolina, Texas, Virginia, Washington, Washoe Tribe, and Wisconsin

## Intended Audience 
State Human Services (HS) Information Technology (IT) Management 

**State Human Services (HS) Information Technology (IT) Management**** **

*Welcome & Introduction*

**Notes:**
Text on slide:
Welcome and Introduction
Intended Audience 
State Human Services (HS) Information Technology (IT) Management

## Welcome & Introduction

**At the end of this summit, you will have the knowledge to:**
**Grasp the concept of Enterprise Architecture (EA) **
**Distinguish a State Human Services perspective from other  Enterprise Architecture efforts**
**List benefits of an Enterprise Architecture Plan**
**Describe critical components, issues, and key process activities involved in doing an Enterprise Architecture effort**
**Gather information from varying experiences with doing Enterprise Architecture**
**Identify resources related to Enterprise Architecture**

***Summit Objectives***

**Notes:**
Text on slide:
Welcome and Introduction
Summit Objectives
At the end of this summit, you will have the knowledge to:
Grasp the concept of Enterprise Architecture (EA) 
Distinguish a State Human Services perspective from other  Enterprise Architecture efforts
List benefits of an Enterprise Architecture Plan
Describe critical components, issues, and key process activities involved in doing an Enterprise Architecture effort
Gather information from varying experiences with doing Enterprise Architecture
Identify resources related to Enterprise Architecture

## Introduction

***Introduction to the World of Enterprise Architecture***** **
**A huge topic of interest in industry and government**
**Significant interest across the Human Services domain**

**Notes:**
Text on slide:
Introduction
Introduction to the World of Enterprise Architecture
A huge topic of interest in industry and government
Significant interest across the Human Services domain

## Introduction

**4,850,000**
**Matches**

***Available Resources***

**Notes:**
Screen capture of Google search for Enterprise Architecture
Text on Slide:
Introduction
Available Resources

## Introduction

***Available Resources***

**Notes:**
Screen capture of FEAMO.GOV website.
Text on slide:
Introduction
Available Resources

## Introduction

***Available Resources***

**Notes:**
Screen capture of FCW.COM website.
Text on slide:
Introduction
Available Resources

## Introduction

***Available Resources***

**Notes:**
Screen capture of Washington Technology website.
Text on slide:
Introduction
Available Resources

## Introduction

***Available Resources***

**Notes:**
Screen capture of the State of Couth Carolina Budget and Control Board Division of the Chief Information Officer website.
Text on slide:
Introduction
Available Resources

## Introduction

***Available Resources***

**Notes:**
Screen capture of the NASCIO Architecture Working Group Enterprise Architecture Development Tool Kit. 
Text on slide:
Introduction
Available Resources
Enterprise Architecture Development tool-Kit
The NASCIO Architecture Working Group, comprised o state, county and federal CIO’s, and government and corporate architects developed the NASCIO architecture framework and the explanatory document, the Enterprise Architecture Development Tool-Kit. As part of the Architecture Program, NASCIO continues to serve as a champion of the benefits of sound infrastructure and enterprise architecture. The NASCIO architectural framework is a nationally accepted foundation for information technology architecture development. 

## Introduction

***Why So Much Interest in Enterprise Architecture?***
**Human Services Agencies have large and complex systems**
**Challenges in managing very large-scale systems**
**Interest and needs for citizen-centric applications**

**Notes:**
Text on slide:
Introduction
Why So Much Interest in Enterprise Architecture?
Human Services Agencies have large and complex systems
Challenges in managing very large-scale systems
Interest and needs for citizen-centric applications

## Introduction

***What Are the Driving Forces Behind Enterprise Architecture?***
**Scope of systems**
**Escalating costs**
**Diminishing budgets**
**Citizen-centric applications**
**Federal Enterprise Architecture efforts**
**Expansion and need for web applications**
**Need**** ****to convert legacy systems**

**Notes:**
Text on slide:
Introduction
What Are the Driving Forces Behind Enterprise Architecture?
Scope of systems
Escalating costs
Diminishing budgets
Citizen-centric applications
Federal Enterprise Architecture efforts
Expansion and need for web applications
Need to convert legacy systems

## Section B What Is Enterprise Architecture?

**Notes:**
Text on slide:
Section B
What is Enterprise Architecture?

## What Is Enterprise Architecture?

**At the end of this section, you will have the knowledge to: **
**Explain the course definition of Enterprise Architecture**
**Recognize industry and State Human Services (HS) Enterprise Architecture terminology and interpretations**
**Discuss what Enterprise Architecture means in the HS world **

***Section Objectives***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Section Objectives
At the end of this section, you will have the knowledge to: 
Explain the course definition of Enterprise Architecture
Recognize industry and State Human Services (HS) Enterprise Architecture terminology and interpretations
Discuss what Enterprise Architecture means in the HS world

## What Is Enterprise Architecture?

***What Is An Enterprise?***

*What Is Enterprise Architecture?*

**Cover Page**
**INCOSE *****Insight***
**January 2004**

**Notes:**
Diagram of an intelligent enterprise.
Text on slide:
What is Enterprise Architecture?
What is an Enterprise?
Special Feature
Intelligent Enterprise
Enterprise
Two or more persons applying resources through actions to achieve mutual purpose.
Intelligent
Ability to Maximize Stakeholder Value while conforming to principles and surviving change.
Unpredictable
Change
Limited Resources
People
Actions Mutual Purpose
Stakeholder Value
Systems and Societal Principles
Cover Page
INCOSE Insight
January 2004

## What Is Enterprise Architecture?

***Enterprise Architecture Defined****** ***
**A framework that describes how an organization develops, manages, and uses information technology to optimally support its business functions**
**It is appropriate to develop a specific Enterprise Architecture within each State Agency that best suits that Agency’s business**
**There should be an effective, high-level ****architecture that guides each Agency’s ****use of technology to best serve the ****citizens**

**Notes:**
Text on slide:
What is Enterprise Architecture:
Enterprise Architecture Defined 
A framework that describes how an organization develops, manages, and uses information technology to optimally support its business functions
It is appropriate to develop a specific Enterprise Architecture within each State Agency that best suits that Agency’s business
There should be an effective, high-level architecture that guides each Agency’s use of technology to best serve the citizens

## What Is Enterprise Architecture?

**Enterprise Architecture is:**
**Organizing structure composed of building blocks, externally visible properties, and relationships to each other and the environment**
**Enables system functionality**
**Addresses cross-cutting concerns or enterprise-wide properties**
***Source: Bredemeyer, Dana “What it Takes to be Great in the Role of Enterprise Architect”***

***Enterprise Architecture Defined (continued)***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Enterprise Architecture Defined (continued)
Enterprise Architecture is:
Organizing structure composed of building blocks, externally visible properties, and relationships to each other and the environment
Enables system functionality
Addresses cross-cutting concerns or enterprise-wide properties
Source: Bredemeyer, Dana “What it Takes to be Great in the Role of Enterprise Architect”

## What we really want/goals.. 
Platform-independent applications
Universal interchange of data across applications and data stores
Ability to quickly build application-specific software using existing infrastructure
Common interfaces and operating conventions
High performance
Scalability to thousands of applications/ platforms/users/databases

**Platform-independent applications**
**Universal interchange of data across ****applications and data stores**
**Ability to quickly build application-specific software ****using existing infrastructure**
**Common interfaces and operating conventions**
**High performance**
**Scalability to thousands of applications/ ****platforms/users/databases**

*What Is Enterprise Architecture?*

***Enterprise Architecture Defined (continued)***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Enterprise Architecture Defined (continued)
What we really want/goals.. 
Platform-independent applications
Universal interchange of data across applications and data stores
Ability to quickly build application-specific software using existing infrastructure
Common interfaces and operating conventions
High performance
Scalability to thousands of applications/platforms/users/databases

## What Is Enterprise Architecture?

***Federal Enterprise Architecture***** **
**Enterprise Architecture is:**
**Federal Enterprise Architecture is a strategic information asset base that defines the business, information necessary to operate the business, technologies necessary to support the business operations, and transitional processes for implementing  new technologies in response to the changing needs of the business.**

***Enterprise Architecture Defined (continued)***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Enterprise Architecture Defined (continued)
Federal Enterprise Architecture
Enterprise Architecture is:
Federal Enterprise Architecture is a strategic information asset base that defines the business, information necessary to operate the business, technologies necessary to support the business operations, and transitional processes for implementing  new technologies in response to the changing needs of the business.

## What Is Enterprise Architecture?

***NASCIO Model ***
_**ENTERPRISE ARCHITECTURE FRAMEWORK**_
**Enterprise Architecture is:**
**An overall framework that allows the framing of all of the architecture elements and defines the interrelationships between them in a consistent and organized fashion.**

***Enterprise Architecture Defined (continued)***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Enterprise Architecture Defined (continued)
NASCIO Model
Enterprise Architecture Framework
Enterprise Architecture is:
An overall framework that allows the framing of all of the architecture elements and defines the interrelationships between them in a consistent and organized fashion.

## What Is Enterprise Architecture

**Enterprise Architecture is:**
**	****“****The term ‘architecture’ is widely understood and used for what it is – a top-down description of the structure of the system.”**
***Source: Rechtin, Eberhardt.  Systems Architecting: Creating and Building Complex Systems, Prentice-Hall, 1991.***

***Enterprise Architecture Defined (continued)***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Enterprise Architecture Defined (continued)
Enterprise Architecture is:
“The term ‘architecture’ is widely understood and used for what it is – a top-down description of the structure of the system.”
Source: Rechtin, Eberhardt.  Systems Architecting: Creating and Building Complex Systems, Prentice-Hall, 1991.

##        What Is Enterprise Architecture?

**	****The architecture must be broken down into workable modules that can be ****addressed separately but work ****in concert with each other**

*       **What Is Enterprise Architecture?*

**Notes:**
Text on slide:
What is Enterprise Architecture?
Key Terms
Breaking Things Down into Workable Parts
The architecture must be broken down into workable modules that can be addressed separately but work in concert with each other

## What Is Enterprise Architecture?

**Important ****KEY TERMS**** to be used during the session**
**Architecture Blueprint**
**Architecture Governance Framework**
**Architecture Governance Roles**
**Architecture Governance Processes**
**Architecture Lifecycle Processes**
**Business Architecture Framework**
**Technology Architecture Framework**

***Key Terms (continued)***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Key Terms (continued)
Important KEY TERMS to be used during the session
Architecture Blueprint
Architecture Governance Framework
Architecture Governance Roles
Architecture Governance Processes
Architecture Lifecycle Processes
Business Architecture Framework
Technology Architecture Framework

## What Is Enterprise Architecture?

***Architecture Blueprint***

**The collection of standards and specifications that define how the business and IT portfolios are built**
**Provides the means to implement technology in a timely and efficient manner**
**Contains static, semi-static, and ****dynamic information**

***Key Terms (continued)***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Key Terms (continued)
Architecture Blueprint
The collection of standards and specifications that define how the business and IT portfolios are built
Provides the means to implement technology in a timely and efficient manner
Contains static, semi-static, and dynamic information

## What Is Enterprise Architecture?

***Architecture Governance Framework***

**Enterprise Architecture Framework Elements**
**Architecture Governance Framework **
**Lifecycle Processes and Templates**
**Business Architecture Framework**
**Technical Architecture Framework**
**Architecture Blueprint**
**Business Architecture Blueprint**
**Technology Architecture Blueprint**

*What Is Enterprise Architecture?*

**Notes:**
Text on slide:
What is Enterprise Architecture?
Key Terms (continued)
Architecture Governance Framework
Enterprise Architecture Framework Elements
Architecture Governance Framework
-Lifecycle Processes and Templates
Business Architecture Framework
Technical Architecture Framework
Architecture Blueprint
-Business Architecture Blueprint
-Technology Architecture Blueprint

## What Is Enterprise Architecture?

***Architecture Governance Roles***

**Structures of the individuals and groups that are working on the architecture:**
**Role-based rather than position-based**
**Allows entities of Government to decide the positions and groups to perform the roles**

*What Is Enterprise Architecture?*

**Notes:**
Text on slide:
What is Enterprise Architecture?
Key Terms (continued)
Architecture Governance Roles
Structures of the individuals and groups that are working on the architecture:
-Role-based rather than position-based
-Allows entities of Government to decide the positions and groups to perform the roles

## What Is Enterprise Architecture?

**	****Processes required to set up **
**	****the governance and keep it **
**	****vital throughout the **
**	****architecture process**

*What Is Enterprise Architecture?*

***Key Terms (continued)***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Key Terms (continued)
Architecture Governance Process
Processes required to set up the governance and keep it vital throughout the architecture process

## What Is Enterprise Architecture?

**Definition and flow to show how the various**
**architecture lifecycle processes interact with**
**each other to create a continuous cycle of**
**renewal of the architecture information**

*What Is Enterprise Architecture?*

***Key Terms (continued)***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Key Terms (continued)
Architecture Lifecycle Processes
Definition and flow to show how the various architecture lifecycle processes interact with
each other to create a continuous cycle of renewal of the architecture information

## What Is Enterprise Architecture?

***Business Architecture Framework***

**Business Architecture Blueprint Framework:**
**Templates on how the information will be provided and processes on how to document the business architecture**
**Business Drivers:**
**Industry trends that impact how services**** and information will be provided**
**Best practices and lessons **
**	****learned based on experience **

*What Is Enterprise Architecture?*

***Key Terms (continued)***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Key Terms (continued)
Business Architecture Framework:
Business Architecture Blueprint Framework:
Templates on how the information will be provided and processes on how to document the business architecture
Business Drivers:
Industry trends that impact how services and information will be provided
Best practices and lessons learned based on experience

## What Is Enterprise Architecture?

**Blueprint Templates**
**Domains **
**	****	****Disciplines **
**	****	****	****Technology Areas **
**	****	****	****	****	****Product Components **
**	****	****	****	****	****	****Compliance Components**

*What Is Enterprise Architecture?*

***Key Terms (continued)***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Key Terms (continued)
Technology Architecture Framework
Blueprint Templates
Domains 
Disciplines 
Technology Areas 
Product Components 
Compliance Components

## What Is Enterprise Architecture?

***Technology Architecture Framework***

**Blueprint Templates**
**Domains:  ****Natural divisions into the building blocks of the blueprint**
**Disciplines:  ****Logical functional subsets of a Domain**
**Technology Areas:  ****Guidelines and standards which apply to multiple product components**
**Product Components:  ****Protocols and families of products specific to a technology area**
**Compliance Components:****  Guidelines, standards, and legislative mandates associated with a Discipline, Technology Area or Product Component**

*What Is Enterprise Architecture?*

***Key Terms (continued)***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Key Terms (continued)
Technology Architecture Framework
Blueprint Templates
Domains:  Natural divisions into the building blocks of the blueprint
Disciplines:  Logical functional subsets of a Domain
Technology Areas:  Guidelines and standards which apply to multiple product components
Product Components:  Protocols and families of products specific to a technology area
Compliance Components:  Guidelines, standards, and legislative mandates associated with a Discipline, Technology Area or Product Component

## What Is Enterprise Architecture?

*What Is Enterprise Architecture?*

***Key Terms (continued)***

**Notes:**
Technology Architecture Framework Table.
Text on slide:
What is Enterprise Architecture?
Key Terms (continued)
Technology Architecture Framework
Domain – Information
Discipline – Data Management
Technology Area – Relational Database – Flat File Systems
Product Component – Oracle, Sybase, DB2, SQL Server
Compliance Component – Data Model Denotations, Normalization, Column Naming Standards

## Federal Enterprise Architecture (FEA)
Federal Enterprise Architecture 
	Framework (FEAF)
Zachman Framework
National Association of State Chief Information Officers (NASCIO)

**Federal Enterprise Architecture **
**	****Framework (FEAF)**
**Zachman Framework**
**National Association of State ****Chief Information Officers (NASCIO)**

***Examples of ***
***Enterprise Architecture Frameworks***

*What Is Enterprise Architecture?*

**Notes:**
Text on slide:
What is Enterprise Architecture?
Examples of Enterprise Architecture Frameworks
Federal Enterprise Architecture (FEA)
Federal Enterprise Architecture 
Framework (FEAF)
Zachman Framework
National Association of State Chief Information Officers (NASCIO)

## What Is Enterprise Architecture?

***Models and Frameworks***** **
**Address:**
**What it means to define and document an architecture**
**Structure of important things (systems or enterprises), their components, and how the components fit and work together to fulfill some purpose**
**Problem of communication**
**Provide generic problem space and common vocabulary within which individuals can cooperate to solve a specific problem**
**	*********** ******	******Source: ***_**[www.software.org/pub/Architecture](http://www.software.org/pub/Architecture)**_
***	******	******Software Productivity Consortium Architecture Website***

**Notes:**
Text on slide:
What is Enterprise Architecture?
Models and Frameworks
Address:
What it means to define and document an architecture
Structure of important things (systems or enterprises), their components, and how the components fit and work together to fulfill some purpose
Problem of communication
Provide generic problem space and common vocabulary within which individuals can cooperate to solve a specific problem
Source: www.software.org/pub/Architecture
Software Productivity Consortium Architecture Website

## What Is Enterprise Architecture?

***Models and Frameworks (continued) ***
**A number of Enterprise Architecture frameworks exist and are widely recognized; each has advantages, disadvantages, and relevance for Enterprise Architecture**
**Although a number of enterprise frameworks exist, there is no accepted industry standard method for developing an enterprise architecture**
**Open group’s goal with The Open Architecture Framework (TOGAF) is to make it the industry standard method for developing enterprise Architectures**
**	*********** ******	******Source: ***_**[www.opengroup.org](http://www.opengroup.org/)**__** “TOGAF as an Enterprise Architecture Framework”**_

**Notes:**
Text on slide:
What is Enterprise Architecture?
Models and Frameworks (continued)
A number of Enterprise Architecture frameworks exist and are widely recognized; each has advantages, disadvantages, and relevance for Enterprise Architecture
Although a number of enterprise frameworks exist, there is no accepted industry standard method for developing an enterprise architecture
Open group’s goal with The Open Architecture Framework (TOGAF) is to make it the industry standard method for developing enterprise Architectures
Source: www.opengroup.org “TOGAF as an Enterprise Architecture Framework”

## What Is Enterprise Architecture?

***Models and Frameworks (continued)***
**Key elements of any Enterprise Architecture framework:**
**Definition of deliverables that should be produced**
**Description of method by which deliverables are produced**
*********   ******Source: ***_**[www.opengroup.org](http://www.opengroup.org/)**__**  “TOGAF as an Enterprise Architecture Framework”**_

**Notes:**
Text on slide:
What is Enterprise Architecture?
Models and Frameworks (continued)
Key elements of any Enterprise Architecture framework:
Definition of deliverables that should be produced
Description of method by which deliverables are produced 
Source: www.opengroup.org  “TOGAF as an Enterprise Architecture Framework”

## What Is Enterprise Architecture?

**Notes:**
Quagmire diagram.
Text on Slide:
What is Enterprise Architecture?

## What Is Enterprise Architecture?

***Federal Enterprise Architecture (FEA) ***
**A collection of interrelated *****reference models***** designed to facilitate within and across Federal Agencies:**
**Cross-Agency analysis **
**Identification of duplicative investments**
**Gaps**
**Opportunities for collaboration **
**Intended for use in analyzing investment in IT and other capital assets**
***Source: Understanding the Federal Enterprise Architecture, Government Compute News, Thursday August 21, 2003.***

## What Is Enterprise Architecture?

***FEA (continued)***** **
**Five reference models**
**Business Reference Model (BRM)**
**Performance Reference Model (PRM)**
**Data and Information Reference Model (DRM)**
**Service Component Reference Model (SRM)**
**Technical Reference Model (TRM)**

**Notes:**
Text on slide”
What is Enterprise Architecture?
FEA (continued) 
Five reference models
Business Reference Model (BRM)
Performance Reference Model (PRM)
Data and Information Reference Model (DRM)
Service Component Reference Model (SRM)
Technical Reference Model (TRM)

## What Is Enterprise Architecture?

***Business Reference Model (BRM)***** **
**First layer of the FEA**
**Function-driven framework**
**Provides organized, hierarchical construct for describing day-to-day business operations**
**Viewpoint for data analysis, applications, and technology**
**Identifies three business areas that provide a high-level view of operations the Federal Government performs:**
**1. Services to citizens**
**2. Support delivery of services**
**3. Internal operations and infrastructure**

**Notes:**
Text on slide:
What is Enterprise Architecture?
Business Reference Model (BRM) 
First layer of the FEA
Function-driven framework
Provides organized, hierarchical construct for describing day-to-day business operations
Viewpoint for data analysis, applications, and technology
Identifies three business areas that provide a high-level view of operations the Federal Government performs:
1. Services to citizens
2. Support delivery of services
3. Internal operations and infrastructure

## What Is Enterprise Architecture?

***Performance Reference Model (PRM)***** **
**Identifies a common set of general performance outcomes and metrics**
**Agencies use performance outcomes and metrics to achieve broader program goals and objectives**

**Notes:**
Text on slide:
What is Enterprise Architecture?
Performance Reference Model (PRM) 
Identifies a common set of general performance outcomes and metrics
Agencies use performance outcomes and metrics to achieve broader program goals and objectives

## What Is Enterprise Architecture?

***Data and Information Reference Model (DRM)***
**Describes data and information that support program and business operations**
**Aids in describing types of interactions and information exchanges that occur between the Federal Government**
**	****and its customers, constituencies, and business partners**
**Not yet released**

**Notes:**
Text on slide:
What is Enterprise Architecture?
Data and Information Reference Model (DRM)
Describes data and information that support program and business operations
Aids in describing types of interactions and information exchanges that occur between the Federal Government and its customers, constituencies, and business partners
Not yet released

## What Is Enterprise Architecture?

***Service Component Reference Model (SRM)***** **
**Identifies and classifies horizontal and vertical IT capabilities that support Federal Agencies**
**Aid in recommending applications to support the reuse of business components and services**

**Notes:**
Text on slide:
What is Enterprise Architecture?
Service Component Reference Model (SRM) 
Identifies and classifies horizontal and vertical IT capabilities that support Federal Agencies
Aid in recommending applications to support the reuse of business components and services

## What Is Enterprise Architecture?

***Technical Reference Model (TRM) ***
**Provides a hierarchical foundation to describe how technology supports the delivery of the application capability**
**Outlines the technology elements that collectively support the adoption and implementation of **
**	****component-based architectures**

**Notes:**
Text on slide: 
What is Enterprise Architecture?
Technical Reference Model (TRM) 
Provides a hierarchical foundation to describe how technology supports the delivery of the application capability
Outlines the technology elements that collectively support the adoption and implementation of 
component-based architectures

## What Is Enterprise Architecture?

***Federal Enterprise Architecture Framework (FEAF)***** **
**Background:**
**Clinger-Cohen Act**
**Office of Management and Budget (OMB) requirements**
**Intent:**
**Improve interoperability within the U.S. Government by creating one FEA**
**Integrate separate architectures of various Federal Agencies**
**Collaboration tool for collecting and storing common architecture information**
**Scope:**
**Applicable to all organizations throughout the Federal Government and their partners**

**Notes:**
Text on slide: 
What is Enterprise Architecture?
Federal Enterprise Architecture Framework (FEAF) 
Background:
Clinger-Cohen Act
Office of Management and Budget (OMB) requirements
Intent:
Improve interoperability within the U.S. Government by creating one FEA
Integrate separate architectures of various Federal Agencies
Collaboration tool for collecting and storing common architecture information
Scope:
Applicable to all organizations throughout the Federal Government and their partners

## What Is Enterprise Architecture?

***FEAF (continued) ***
**Principles:**
**Fundamental requirements and practices believed to be good for the organization**
**Structure:**
**Partitions architecture into business, data, applications, and technology architectures **
**Currently includes first three columns of the Zachman Framework and the EAP**

**Notes:**
Text on slide: 
What is Enterprise Architecture?
FEAF (continued)
Principles:
Fundamental requirements and practices believed to be good for the organization
Structure:
Partitions architecture into business, data, applications, and technology architectures 
Currently includes first three columns of the Zachman Framework and the EAP

## What Is Enterprise Architecture?

***FEAF (continued) ***
**Structure (continued)**
**Major components include:**
**Architecture Drivers**
**Strategic Direction**
**Current Architecture**
**Target Architecture**
**Transitional Processes**
**Architectural Segments**
**Architectural Models**
**Standards**

**Notes:**
Text on slide: 
What is Enterprise Architecture?
FEAF (continued)
Structure (continued)
Major components include:
Architecture Drivers
Strategic Direction
Current Architecture
Target Architecture
Transitional Processes
Architectural Segments
Architectural Models
Standards

## What Is Enterprise Architecture?

***FEAF (continued)****** ***
**Guidance:**
**Focus on processes, products, and roles and responsibilities of developing an Enterprise Architecture with the FEAF**
**Compliance:**
**Each Federal Agency defines an enforcement policy specific to their needs**
**Defines standards and process for determining compliance of systems or projects to the FEAF**
**Defines standards and process for resolving issues of noncompliance**
***Source: The Federal Enterprise Architecture Framework, Version 1.1, Federal CIO Council***

**Notes:**
Text on slide: 
What is Enterprise Architecture?
FEAF (continued)
Guidance:
Focus on processes, products, and roles and responsibilities of developing an Enterprise Architecture with the FEAF
Compliance:
Each Federal Agency defines an enforcement policy specific to their needs
Defines standards and process for determining compliance of systems or projects to the FEAF
Defines standards and process for resolving issues of noncompliance
Source: The Federal Enterprise Architecture Framework, Version 1.1, Federal CIO Council

## Federal Enterprise Architecture

**The Federal Enterprise Architecture is a strategic **
**information asset base that defines the**
**business, information necessary to **
**operate the business, technologies **
**necessary to support the business**
**operations, and transitional **
**processes for implementing **
**new technologies in response **
**to the changing needs of the **
**business.**

**The five-layered model allows**
**for organizing, planning, and**
**building an integrated set of**
**information and IT architectures. **
**The five layers are**
**defined separately but are interrelated**
**and interwoven.**

*What Is Enterprise Architecture?*

**Notes:**
Diagram of the NIST Enterprise Architecture Model
Text on slide:
What is Enterprise Architecture?
Federal Enterprise Architecture
The Federal Enterprise Architecture is a strategic information asset base that defines the business, information necessary to operate the business, technologies necessary to support the business operations, and transitional processes for implementing new technologies in response to the changing needs of the business.
The five-layered model allows for organizing, planning, and building an integrated set of information and IT architectures. The five layers are defined separately but are interrelated and interwoven.

##  Federal Enterprise Architecture Components

***The CIO Council identified eight components necessary for developing and maintaining the Federal Enterprise Architecture***

**Architecture**
**Drivers**

**Strategic**
**Direction**

**Architecture Drivers**.  Represent two types of external stimuli or change agents for the enterprise architecture: business and design. The business drivers could be new legislation, new administration initiatives, budget enhancements for accelerated focus areas, and market forces. Design drivers include new and enhanced software and hardware and their combinations with a variety of deployment approaches.
**Strategic Direction.  **Guides the development of the target architecture and consists of a vision, principles, and goals and objectives.

*What Is Enterprise Architecture?*

**Notes:**
Text on slide:
What is Enterprise Architecture?
Federal Enterprise Architecture Components
The CIO Council identified eight components necessary for developing and maintaining the Federal Enterprise Architecture
Architecture Drivers.  Represent two types of external stimuli or change agents for the enterprise architecture: business and design. The business drivers could be new legislation, new administration initiatives, budget enhancements for accelerated focus areas, and market forces. Design drivers include new and enhanced software and hardware and their combinations with a variety of deployment approaches.
Strategic Direction.  Guides the development of the target architecture and consists of a vision, principles, and goals and objectives.

## Federal Enterprise Architecture Components (continued)

**Current Architecture.  **Defines the *as-is* Enterprise Architecture and consists of two parts: current business and design architectures (i.e., data applications and technology). This is a representation of current capabilities and technologies and is expanded as additional segments are defined.
**Target Architecture.  **Defines the *to-be-built* Enterprise Architecture and consists of two parts: target business and design architectures (i.e., data, applications, and technology). This represents the future capabilities and technologies resulting from design enhancements to support changing business needs.

*What Is Enterprise Architecture?*

**Notes:**
Text on slide:
What is Enterprise Architecture?
Federal Enterprise Architecture Components (continued)
Current Architecture.  Defines the as-is Enterprise Architecture and consists of two parts: current business and design architectures (i.e., data applications and technology). This is a representation of current capabilities and technologies and is expanded as additional segments are defined.
Target Architecture.  Defines the to-be-built Enterprise Architecture and consists of two parts: target business and design architectures (i.e., data, applications, and technology). This represents the future capabilities and technologies resulting from design enhancements to support changing business needs.

## Federal Enterprise Architecture Components (continued)

**Transitional Processes.  **Support the migration from the current to the target architecture.  Critical transition processes for the Federal Enterprise include capital IT investment planning, migration planning, configuration management, and engineering change control.
**Architectural Segments.  **Consist of focused architecture efforts on major cross-cutting business areas, such as common administrative systems; program areas, such as trade and grants; or small purchases via electronic commerce. They represent a portion (segment) of the overall Enterprise Architecture.  A segment is considered to be an enterprise within the total Federal Enterprise.

*What Is Enterprise Architecture?*

**Notes:**
Text on slide:
What is Enterprise Architecture?
Federal Enterprise Architecture Components (continued)
Transitional Processes.  Support the migration from the current to the target architecture.  Critical transition processes for the Federal Enterprise include capital IT investment planning, migration planning, configuration management, and engineering change control.
Architectural Segments.  Consist of focused architecture efforts on major cross-cutting business areas, such as common administrative systems; program areas, such as trade and grants; or small purchases via electronic commerce. They represent a portion (segment) of the overall Enterprise Architecture.  A segment is considered to be an enterprise within the total Federal Enterprise.

##  Federal Enterprise Architecture Components (continued)

**Architectural Models.  **Define the business and design models that include the segments of the enterprise description.
**Standards.  **Refer to all standards (some of which may be mandatory), guidelines, and best practices.

*What Is Enterprise Architecture?*

**Notes:**
Text on slide:
What is Enterprise Architecture?
Federal Enterprise Architecture Components (continued)
Architectural Models.  Define the business and design models that include the segments of the enterprise description.
Standards.  Refer to all standards (some of which may be mandatory), guidelines, and best practices.

## Federal Enterprise Architecture Components (continued)

- Exhibit 2, Federal Enterprise Architecture Framework, Level III

**Architecture**
**Drivers**

*What Is Enterprise Architecture?*

**Notes:**
Diagram of Exhibit 2, Federal Enterprise Architecture Framework, Level III
Text on slide:
What is Enterprise Architecture?
Federal Enterprise Architecture Components (continued)
Exhibit 2, Federal Enterprise Architecture Framework, Level III

** **

*What Is Enterprise Architecture?*

***Zachman Framework***

**Notes:**
Diagram of Zachman Framework.
Text on slide:
What is Enterprise Architecture?
Zachman Framework

## What is Enterprise Architecture?

***Zachman Framework (continued)***
**Background:**
**1987 Zachman Framework for Enterprise Architecture**
**Intent:**
**Influenced by principles of classical architecture **
**Establishes a common vocabulary and set of perspectives for describing complex enterprise systems**
**Provides blueprint, or architecture, for an organization’s information infrastructure**
**Scope:**
**Holistic descriptive model of an enterprise’s information infrastructure from six perspectives: planner, owner, designer, builder, subcontractor, and the working system**

**Notes:**
Text on slide:
What is Enterprise Architecture?
Zachman Framework (continued)
Background:
1987 Zachman Framework for Enterprise Architecture
Intent:
Influenced by principles of classical architecture 
Establishes a common vocabulary and set of perspectives for describing complex enterprise systems
Provides blueprint, or architecture, for an organization’s information infrastructure
Scope:
Holistic descriptive model of an enterprise’s information infrastructure from six perspectives: planner, owner, designer, builder, subcontractor, and the working system

##  What Is Enterprise Architecture?

***Zachman Framework (continued)***

**Notes:**
Diagram of the Zachman Enterprise Architecture Framework.
Text on slide:
What is Enterprise Architecture?
Zachman Framework (continued)

## What Is Enterprise Architecture?

***Zachman Framework (continued)***** **
**Scope (continued):**
**Focus on well-organized, clear relationships to ensure a complete system regardless of the order established**
**Principles:**
**Complete system modeled by answers to questions why, who, what, how, where, and when**
**Constraints for each perspective are additive**
**Columns represent different abstractions**
**Columns have no order**
**Model in each column must be unique**
**Each row represents a unique perspective**
**Each cell is unique**
**Inherent logic is recursive**

**Notes:**
Text on slide:
What is Enterprise Architecture?
Zachman Framework (continued)
Scope (continued):
Focus on well-organized, clear relationships to ensure a complete system regardless of the order established
Principles:
Complete system modeled by answers to questions why, who, what, how, where, and when
Constraints for each perspective are additive
Columns represent different abstractions
Columns have no order
Model in each column must be unique
Each row represents a unique perspective
Each cell is unique
Inherent logic is recursive

## What Is Enterprise Architecture?

***Zachman Framework (continued) ***
**Structure:**
**Simple concept with powerful implications**
**Contains six rows and six columns yielding 36 unique cells or aspects**

**Notes:**
Text on slide:
What is Enterprise Architecture?
Zachman Framework (continued)
Structure:
Simple concept with powerful implications
Contains six rows and six columns yielding 36 unique cells or aspects

## What Is Enterprise Architecture?

***Zachman Framework (continued) ***
**Guidance:**
**Most prescriptive guidance given through consulting services contracted through the Zachman Institute**
**Top two rows intensively business-oriented and can be expressed in business-oriented vocabularies**
**Bottom four rows are in the technical domain**
**Compliance:**
**No explicit compliance rules have been published**
**If framework used in its entirety and given relationship rules followed, then compliance can be assumed by default**
***Source: ***_**[www.zifa.com](http://www.zifa.com/)**__**, The Zachman Institute**_

**Notes:**
Text on slide:
What is Enterprise Architecture?
Zachman Framework (continued)
Guidance:
Most prescriptive guidance given through consulting services contracted through the Zachman Institute
Top two rows intensively business-oriented and can be expressed in business-oriented vocabularies
Bottom four rows are in the technical domain
Compliance:
No explicit compliance rules have been published
If framework used in its entirety and given relationship rules followed, then compliance can be assumed by default
Source: www.zifa.com, The Zachman Institute

## What Is Enterprise Architecture?

***	******National Association of State Chief Information Officers (NASCIO) Enterprise Architecture***
**An overall framework that allows the framing of all of the architecture elements and defines the interrelationships between them in a consistent and organized fashion**
**Developed specifically for utilization in State Government**
**	**
*********  ******Source: ***_**[www.nascio.org](http://www.nascio.org/)**_

**Notes:**
Text on slide:
What is Enterprise Architecture?
National Association of State Chief Information Officers (NASCIO) Enterprise Architecture
An overall framework that allows the framing of all of the architecture elements and defines the interrelationships between them in a consistent and organized fashion
Developed specifically for utilization in State Government
Source: www.nascio.org

## NASCIO Model (continued)              

*What Is Enterprise Architecture?*

_**ENTERPRISE ARCHITECTURE FRAMEWORK**_

**Notes:**
Diagram of the NASCIO Enterprise Architecture Framework Model
Text on slide:
What is Enterprise Architecture?
NASCIO Model (continued)
Enterprise Architecture Framework

## NASCIO Model (continued)              

_**ARCHITECTURE GOVERNANCE FRAMEWORK**_
**Includes the governance roles, elements,**
**and processes required in maintaining**
**adaptive Enterprise Architecture**
**Provides a sound governance**
**model to support implementation**
**and management of the**
**architecture necessary to**
**ensure the enterprise**
**achieves its objectives**

*What Is Enterprise Architecture?*

**Notes:**
Diagram of the NASCIO Architecture Governance Framework Model
Text on slide:
What is Enterprise Architecture?
NASCIO Model (continued)
Architecture Governance Framework
Includes the governance roles, elements, and processes required in maintaining adaptive Enterprise Architecture 
Provides a sound governance model to support implementation and management of the architecture necessary to ensure the enterprise achieves its objectives

## NASCIO Model (continued)              

_**BUSINESS ARCHITECTURE FRAMEWORK**_
**Includes the framing elements required to**
**Document the Business Architecture**
**Blueprint.  Is broken down into **
**Business Drivers****, Business **
**Processes, and Business**
**Architecture Blueprint **
**Templates.**

**Business Drivers:**
** ****Enterprise business **
**  ****principles**
** ****Business best**
**  ****practices**
** ****Industry trends**

*What Is Enterprise Architecture?*

**Notes:**
Diagram of the NASCIO Business Architecture Framework Model
Text on slide:
What is Enterprise Architecture?
NASCIO Model (continued)
Business Architecture Framework
Includes the framing elements required to Document the Business Architecture Blueprint.  Is broken down into Business Drivers, Business Processes, and Business Architecture Blueprint 
Templates. 
Business Drivers:
Enterprise business principles 
Business best practices 
Industry trends

## NASCIO Model (continued)              

_**TECHNOLOGY ARCHITECTURE FRAMEWORK**_
**Includes the framing elements required to**
**document the Technology Architecture**
**Blueprint.  Is broken down into **
**Technology Drivers****, Technology **
**Architecture Processes, and **
**Technology Architecture **
**Blueprint  Templates.**

**Technology Drivers:**
** ****Enterprise IT **
**  ****principles**
** ****IT best**
**  ****practices**
** ****Technology **
**  ****trends**

*What Is Enterprise Architecture?*

**Notes:**
Diagram of the NASCIO Architecture Governance Framework Model
Text on slide:
What is Enterprise Architecture?
NASCIO Model (continued)
Technology Architecture Framework
Includes the framing elements required to document the Technology Architecture Blueprint.  Is broken down into Technology Drivers, Technology Architecture Processes, and Technology Architecture Blueprint  Templates.
Technology Drivers:
Enterprise IT principles
IT best practices
Technology trends

## NASCIO Model (continued)             

_**ARCHITECTURE BLUEPRINT**_
**A collection of the actual standards **
**and specifications that define how **
**the business and IT portfolios are**
**and will be built**

**Architecture Framework**
**Consists of three types of**
**Information:**
**Static**
**Semi-Static**
**Dynamic**

**The **_**Blueprint**_** documents the**
**    ****implementation of the**
**      ****Business Architecture**
**        ****and Technology **
**          ****Architecture**
**             ****Frameworks**

*What Is Enterprise Architecture?*

**Notes:**
Diagram of the NASCIO Architecture Governance Framework Model
Text on slide:
What is Enterprise Architecture?
NASCIO Model (continued)
Architecture Blueprint 
A collection of the actual standards and specifications that define how the business and IT portfolios are and will be built
Architecture Framework
Consists of three types of information.
Static
Semi-Static
Dynamic
The Blueprint documents the implementation of the Business Architecture and Technology Architecture Frameworks

## What Is Enterprise Architecture?

**Many definitions currently exist**
**Most frameworks utilize a few key components**

**Notes:**
Text on slide:
What is Enterprise Architecture?
Many definitions currently exist
Most frameworks utilize a few key components

## Dimensions of an Enterprise Architecture

**Framework**
**Method**
**Content**
**Infrastructure**

*What Is Enterprise Architecture?*

**Notes:**
Text on slide:
What is Enterprise Architecture?
Dimensions of an Enterprise Architecture
Framework
Method
Content
Infrastructure

## Key Components of an Enterprise Architecture (EA) Blueprint
EA Governance Structure
Initial EA Project Plan (to develop the blueprint)
Strategic Architecture
Business Architecture
Data Architecture
Applications Architecture
Technology Architecture (including security)
Implementation/Transition Plan

**EA Governance Structure**
**Initial EA Project Plan (to develop the blueprint)**
**Strategic Architecture**
**Business Architecture**
**Data Architecture**
**Applications Architecture**
**Technology Architecture (including security)**
**Implementation/Transition Plan**

*What Is Enterprise Architecture?*

**Notes:**
Text on slide:
What is Enterprise Architecture?
Key Components of an Enterprise Architecture (EA) Blueprint
EA Governance Structure
Initial EA Project Plan (to develop the blueprint)
Strategic Architecture
Business Architecture
Data Architecture
Applications Architecture
Technology Architecture (including security)
Implementation/Transition Plan

## What Is Enterprise Architecture?

***Common Definitions***
**Enterprise Architecture Framework is an overall framework that allows the framing of all of the architecture elements and defines the interrelationships among them in a consistent and organized fashion**
**Architecture Blueprint is ****a plan and a methodology**

**Notes:**
Text on slide:
What is Enterprise Architecture?
Common Definitions
Enterprise Architecture Framework is an overall framework that allows the framing of all of the architecture elements and defines the interrelationships among them in a consistent and organized fashion
Architecture Blueprint is a plan and a methodology

## What Is Enterprise Architecture?

***Enterprise Architecture in the State HS World***** **
**HS management should determine**
**	****the status of the Enterprise **
**	****Architecture development **
**	****within their State**
**If there is an ongoing process to ****define and implement an Enterprise ****Architecture at the State level, the HS organization should try to integrate the Agency’s efforts into the State enterprise effort**
**If there is no ongoing effort, the HS organization should take a leadership role in starting this process, beginning with the HS Agency**

**Notes:**
Text on slide:
What is Enterprise Architecture?
Enterprise Architecture in the State HS World 
HS management should determine the status of the Enterprise Architecture development within their State
If there is an ongoing process to define and implement an Enterprise Architecture at the State level, the HS organization should try to integrate the Agency’s efforts into the State enterprise effort
If there is no ongoing effort, the HS organization should take a leadership role in starting this process, beginning with the HS Agency

## Section C Why Should You Do Enterprise Architecture?

## Why Should You Do Enterprise Architecture?

***Section Objectives***** **
**At the end of this section, you will have the knowledge to:**
**List the benefits of Enterprise ****Architecture**
**Understand the challenges ****involved in doing an Enterprise ****Architecture effort**
**Describe the relationship between your State IT organization enterprise effort and your HS Enterprise Architecture effort**

## Why Should You Do Enterprise Architecture?

***Benefits and Consequences***

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Benefits and Consequences

## Why Should You Do Enterprise Architecture?

***Quality***
**Provides senior management **
**	****the basis for obtaining consistent, **
**	****higher-quality answers to specific **
**	****business analysis questions**
**Allows consistent, higher-quality control of the various business processes and their underlying business rules**
**Offers a common *****look and feel***** that makes all systems using it seem more familiar and therefore easier to learn and use**
***Source: Ciber Services. Enterprise Architecture: What and Why.***

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Quality
Provides senior management the basis for obtaining consistent, higher-quality answers to specific business analysis questions
Allows consistent, higher-quality control of the various business processes and their underlying business rules
Offers a common look and feel that makes all systems using it seem more familiar and therefore easier to learn and use
Source: Ciber Services. Enterprise Architecture: What and Why.

## Communication
Clinger-Cohen Act of 1996 requires IT architecture
OMB
Facilitates flow of information and data
Assists with supporting the budget approval process through OMB and Congress
Improves ability to communicate and work with collaborators and constituents
Ensures that IT infrastructure works and continues to work with rapidly increasing change
Source: “What Is an IT Enterprise Architecture?” https://secure.cio.noaa.gov/hpcc/docita/

**Clinger-Cohen Act of 1996 requires IT architecture**
**OMB**
**Facilitates flow of information and data**
**Assists with supporting the budget approval process through OMB and Congress**
**Improves ability to communicate ****and work with collaborators and ****constituents**
**Ensures that IT infrastructure works ****and continues to work with rapidly ****increasing change**
***Source: “What Is an IT Enterprise Architecture?” https://secure.cio.noaa.gov/hpcc/docita/***

*Why Should You Do Enterprise Architecture?*

## Why Should You Do Enterprise Architecture?

***Information Exchange***
**Information systems do not work well together**
**To address this problem you must:**
**Have an informational data strategy**
**Implement a service-based component ****architecture**
**Define metrics for measuring results**
**An Enterprise Architecture addresses all these issues in an organized manner that can be implemented using a process controlled by senior management**
***Source: Brooks, Ron and Catherine Santana, “Financial Management Modernization Program”, Office of the Under Secretary of Defense. 2001. ***

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Information Exchange
Information systems do not work well together
To address this problem you must:
Have an informational data strategy
Implement a service-based component architecture
Define metrics for measuring results
An Enterprise Architecture addresses all these issues in an organized manner that can be implemented using a process controlled by senior management
Source: Brooks, Ron and Catherine Santana, “Financial Management Modernization Program”, Office of the Under Secretary of Defense. 2001.

## Why Should You Do Enterprise Architecture?

***Customer Satisfaction***
**Software may not be the first thing your customers associate with your products or services, but it is, visibly or not, impacting your ability to impress and keep customers:**
**Customers are users of the HS ****systems and the clients they serve**
**Building systems that work the ****way they do will realize many benefits**
**Primary goal of architecture documentation:**
**Record the architect’s decisions**
**Communicate the architecture to stakeholders**
***Source: Bredemeyer Consulting. Software Architecture: Central Concerns, Key Decisions. 2003.***

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Customer Satisfaction
Software may not be the first thing your customers associate with your products or services, but it is, visibly or not, impacting your ability to impress and keep customers:
Customers are users of the HS systems and the clients they serve
Building systems that work the way they do will realize many benefits
Primary goal of architecture documentation:
Record the architect’s decisions
Communicate the architecture to stakeholders
Source: Bredemeyer Consulting. Software Architecture: Central Concerns, Key Decisions. 2003.

## Why Should You Do Enterprise Architecture? 

***Benefits ***
**Delivers an entrée into**
**	****Business Process Improvement (BPI) by ****defining a starting point business process ****model and the event dependencies that ****are important to improvement of business processes**
**Provides a method to relate architecture components to business goals and objectives:**
**Which affords the correct insight into the business motivation of both data and business processes**
**A well-managed initiative will protect the present information management investment and encourage the use of metrics to measure the quality of business**
***Source: Ciber Services. Enterprise Architecture: What and Why.  ***

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Benefits 
Delivers an entrée into Business Process Improvement (BPI) by defining a starting point business process model and the event dependencies that are important to improvement of business processes
Provides a method to relate architecture components to business goals and objectives:
Which affords the correct insight into the business motivation of both data and business processes
A well-managed initiative will protect the present information management investment and encourage the use of metrics to measure the quality of business
Source: Ciber Services. Enterprise Architecture: What and Why.

## Why Should You Do Enterprise Architecture? 

***Benefits (continued)***
**Creates synergy between IT and business processes**
**Ensures IT provides direct support for strategic goals**
**Leverages use of emerging technologies**
**Streamlines IT acquisitions, lower upgrade expenses, reduces IT support and long term ****maintenance costs**
**Helps achieve organizational ****buy-in for IT activities**
***Source: “What Is an IT Enterprise Architecture?”, https://secure.cio.noaa.gov/hpcc/docita/***

## Why Should You Do Enterprise Architecture? 

***Benefits (continued) ***
**Establishes guidelines, standards, and operational services and can be used to:**
**Facilitate change management**
**Enable strategic information to be consistently and accurately derived from operational data**
**Promote data sharing**
**Reduce data redundancy and maintenance costs**
**Improve productivity through component development, management, and reuse**
**Reduce software development cycle time**
**Evaluate commercial products and ****services**
**Integrate enterprise applications**
**Reengineer applications**

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Benefits (continued) 
Establishes guidelines, standards, and operational services and can be used to:
Facilitate change management
Enable strategic information to be consistently and accurately derived from operational data
Promote data sharing
Reduce data redundancy and maintenance costs
Improve productivity through component development, management, and reuse
Reduce software development cycle time
Evaluate commercial products and services
Integrate enterprise applications
Reengineer applications

## Consequences 
Organizations that engineer their enterprise architecture are able to avoid and/or overcome problems experienced by organizations that are controlled by their out–of-control architectures
Engineering the enterprise architecture includes:
Adopting rigorous and disciplined processes
Effectively defining, documenting, and managing the enterprise architecture
Addressing critical success factors

Source: Perkins, Alan. A Visible Solution: Enterprise Architecture Engineering Critical Success Factors, 2000.

**Organizations that engineer their ****enterprise architecture are able to ****avoid and/or overcome problems ****experienced by organizations that are ****controlled by their out–of-control architectures**
**Engineering the enterprise architecture includes:**
**Adopting rigorous and disciplined processes**
**Effectively defining, documenting, and managing the enterprise architecture**
**Addressing critical success factors**
***Source: Perkins, Alan. A Visible Solution: Enterprise Architecture Engineering Critical Success Factors, 2000.***

*Why Should You Do Enterprise Architecture?*

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Consequences
Organizations that engineer their enterprise architecture are able to avoid and/or overcome problems experienced by organizations that are controlled by their out–of-control architectures
Engineering the enterprise architecture includes:
Adopting rigorous and disciplined processes
Effectively defining, documenting, and managing the enterprise architecture
Addressing critical success factors
Source: Perkins, Alan. A Visible Solution: Enterprise Architecture Engineering Critical Success Factors, 2000.

## Consequences (continued) 
Inaccurate and untimely management of information
Complex and redundant systems environment:
Expensive to operate
Difficult to change

Source: Brooks, Ron and Catherine Santana, “Financial Management Modernization Program”, Office of the Under Secretary of Defense. 2001.

**Inaccurate and untimely management ****of information**
**Complex and redundant systems ****environment:**
**Expensive to operate**
**Difficult to change**
***Source: Brooks, Ron and Catherine Santana, “Financial Management Modernization Program”, Office of the Under Secretary of Defense. 2001.***

*Why Should You Do Enterprise Architecture?*

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Consequences (continued)
Inaccurate and untimely management of information
Complex and redundant systems environment:
Expensive to operate
Difficult to change
Source: Brooks, Ron and Catherine Santana, “Financial Management Modernization Program”, Office of the Under Secretary of Defense. 2001.

## Why Should You Do Enterprise Architecture?

***Constraints***** **
**Challenging concept to ****understand, thus complicated to ****explain to senior management**
**Without *****buy-in***** the project will ****not succeed**
**Costs to reengineer legacy systems**
**EA project tends to be pushed to the back burner due to daily pressures**
**Budget and time to train staff in EA principles and the tools to implement component-based solutions**

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Constraints
Challenging concept to understand, thus complicated to explain to senior management
Without buy-in the project will not succeed
Costs to reengineer legacy systems
EA project tends to be pushed to the back burner due to daily pressures
Budget and time to train staff in EA principles and the tools to implement component-based solutions

## Why Should You Do Enterprise Architecture?

***What Can You Do About Enterprise Architecture?***** **
**Educate the organization to the benefits of EA**
**Obtain buy-in from stakeholders**
**Set up a group within the organization to address EA**
**Establish well-defined goals for the group to achieve**
**Set time tables for achieving goals, otherwise nothing is ever completed**
**Be certain the plan includes ****implementation of standards ****and policies that come out ****of the project**

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
What Can You Do About Enterprise Architecture? 
Educate the organization to the benefits of EA
Obtain buy-in from stakeholders
Set up a group within the organization to address EA
Establish well-defined goals for the group to achieve
Set time tables for achieving goals, otherwise nothing is ever completed
Be certain the plan includes implementation of standards and policies that come out of the project

## Why Should You Do Enterprise Architecture?

***Value to the Stakeholders***** **
**Senior management**
**Project managers**
**End users**
**Developers**
**IT operations**

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Value to Stakeholders
Senior management
Project managers
End users
Developers
IT operations

## Why Should You Do Enterprise Architecture?

***Stakeholders***
***What is in it for senior management?***
**Better answers to business questions**
**A higher level of quality control**
**Increased productivity from the ****IT function**
**Business rule enforcement**
**Operational definitions become ****part of the common business terminology**
**Provides a method to relate architecture components to business processes**

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Stakeholders
What is in it for senior management?
Better answers to business questions
A higher level of quality control
Increased productivity from the IT function
Business rule enforcement
Operational definitions become part of the common business terminology
Provides a method to relate architecture components to business processes

## Why Should You Do Enterprise Architecture?

***Stakeholders (continued)***
***What is in it for project managers?***
**Enhances the ability to move to new methods and tools:**
**Object orientation**
**Rapid application development**
**Data warehouse**
**Web services**
**Assists in the make or buy decision**
**More complete user requirements specifications**
**Superior productivity because of common *****look and feel***** of tools and deliverables**

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Stakeholders (continued)
What is in it for project managers?
Enhances the ability to move to new methods and tools:
Object orientation
Rapid application development
Data warehouse
Web services
Assists in the make or buy decision
More complete user requirements specifications
Superior productivity because of common look and feel of tools and deliverables

## Why Should You Do Enterprise Architecture?

***Stakeholders (continued)***
***What is in it for end users?***
**Enhances the ability to move to new applications:**
**Web technologies**
**Allows potential for expanded data **
**exchange**
**Allows potential for mobility**

**Notes:**
What is in it for end users?
Enhances the ability to move to new applications:
Web technologies
Allows potential for expanded data exchange
Allows potential for mobility

## Stakeholders (continued)
What is in it for developers? 
More productivity through the use of:
Better tools
More standard methods
More useful metadata
Provides metrics for recognizing and rewarding success
More complete user requirements specifications
Superior productivity because of common look and feel of tools and deliverables
Aids in the implementation of reusable components which eliminate the tedious and facilitate creativity

***What is in it for developers?****** ***
**More productivity through the use of:**
**Better tools**
**More standard methods**
**More useful metadata**
**Provides metrics for recognizing and rewarding success**
**More complete user requirements specifications**
**Superior productivity because of common *****look and feel***** of tools and deliverables**
**Aids in the implementation of reusable components which eliminate the tedious and facilitate creativity**

*Why Should You Do Enterprise Architecture?*

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Stakeholders (continued)
What is in it for developers? 
More productivity through the use of:
Better tools
More standard methods
More useful metadata
Provides metrics for recognizing and rewarding success
More complete user requirements specifications
Superior productivity because of common look and feel of tools and deliverables
Aids in the implementation of reusable components which eliminate the tedious and facilitate creativity

## Why Should You Do Enterprise Architecture?

***Stakeholders (continued)***
***What is in it for IT operations?***
**Increases the ability to standardize operations support **
**Minimizes skill set requirements to support separate systems**
**Economies of scale in purchasing hardware and software products**

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Stakeholders (continued)
What is in it for IT operations?
Increases the ability to standardize operations support 
Minimizes skill set requirements to support separate systems
Economies of scale in purchasing hardware and software products

## Why Should You Do Enterprise Architecture?

***Influences***
**Organizations that engineer their ****own Enterprise Architecture are able**
**	****to avoid and/or overcome problems ****experienced by organizations that ****are restricted by their unmanageable**
**	****architectures**
**This is done by:**
**Adopting rigorous and disciplined processes**
**Effectively defining, documenting, and managing the enterprise architecture**
**Addressing critical success factors such as sponsorship, business requirements, and development infrastructure**

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Influences
Organizations that engineer their own Enterprise Architecture are able to avoid and/or overcome problems experienced by organizations that are restricted by their unmanageable architectures
This is done by:
Adopting rigorous and disciplined processes
Effectively defining, documenting, and managing the enterprise architecture
Addressing critical success factors such as sponsorship, business requirements, and development infrastructure

## Why Should You Do Enterprise Architecture?

***Influences (continued)***
**HS organization should participate****in the State-wide EA effort if there is one**
**If not, the HS organization should ****suggest to the State IT organization ****that such an effort be initiated**
**HS organization should not wait ****for the IT project to commence before beginning an EA effort of their own**
**If a methodology such as described in the NASCIO toolkit is used by the HS organization, the results of the EA project should fold in easily into any EA effort of the State**

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Influences (continued)
HS organization should participate in the State-wide EA effort if there is one
If not, the HS organization should suggest to the State IT organization that such an effort be initiated
HS organization should not wait for the IT project to commence before beginning an EA effort of their own
If a methodology such as described in the NASCIO toolkit is used by the HS organization, the results of the EA project should fold in easily into any EA effort of the State

## 	Why Should You Do Enterprise Architecture?

***Wrap-Up***
**Review objectives covered throughout the day**
**What is Enterprise Architecture?**
**Why Should you do Enterprise Architecture?**
**	**
**Where do we go from here?**
**How do you do Enterprise Architecture?**
**Enterprise Architecture Implementation Plan**
**Lessons Learned**

**Notes:**
Text on slide:
Why Should You do Enterprise Architecture?
Wrap-Up
Review objectives covered throughout the day
What is Enterprise Architecture?
Why Should you do Enterprise Architecture?	
Where do we go from here?
How do you do Enterprise Architecture?
Enterprise Architecture Implementation Plan
Lessons Learned

## Section D How Do You Do Enterprise Architecture?

**Notes:**
Text on slide:
Section D
How Do You Do Enterprise Architecture?

## How Do You Do Enterprise Architecture?

***Section Objectives***
**At the end of this section, you will have the knowledge to:**
**List key components of an Enterprise Architecture (EA) blueprint**
**Identify and describe critical success **
**	****factors for an EA **
**	****effort**
**Describe a basic process lifecycle**
**	****that you can apply to an **
**	****Enterprise Architecture effort **

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Section Objectives
At the end of this section, you will have the knowledge to:
List key components of an Enterprise Architecture (EA) blueprint Identify and describe critical success factors for an EA effort
Describe a basic process lifecycle that you can apply to an Enterprise Architecture effort

## How Do You Do Enterprise Architecture?

***Challenges ***
**Recognition and acceptance of importance****by top management**
**Commitment of adequate resources**
**Getting involvement of business/functional ****staff**
**Expectations of immediate results**
**Fear of unmanageable data**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Challenges 
Recognition and acceptance of importance by top management
Commitment of adequate resources
Getting involvement of business/functional staff
Expectations of immediate results
Fear of unmanageable data

## How Do You Do Enterprise Architecture?

***EA in a Nutshell ***
**Document the current situation**
**Document the target environment**
**Develop a plan to get from here to there**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
EA in a Nutshell 
Document the current situation
Document the target environment
Develop a plan to get from here to there

## How Do You Do Enterprise Architecture?

***Stakeholders ***
**Identification of stakeholders**
**External stakeholders:**
**Citizens**
**Lawmakers**
**End users:**
**Functional requirements**
**Information needs**
**Management:**
**Strategic requirements**
**Technical staff:**
**Technology requirements**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Stakeholders 
Identification of stakeholders
External stakeholders:
Citizens
Lawmakers
End users:
Functional requirements
Information needs
Management:
Strategic requirements
Technical staff:
Technology requirements

## How Do You Do Enterprise Architecture?

***Key Components of an EA Blueprint***
**EA Governance Structure**
**Initial EA Project Plan (to develop the blueprint)**
**Strategic Architecture**
**Business Architecture**
**Data Architecture**
**Applications Architecture**
**Technology Architecture (including security)**
**Implementation/Transition Plan**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Key Components of an EA Blueprint
EA Governance Structure
Initial EA Project Plan (to develop the blueprint)
Strategic Architecture
Business Architecture
Data Architecture
Applications Architecture
Technology Architecture (including security)
Implementation/Transition Plan

## How Do You Do Enterprise Architecture?

***Key Components of an EA Blueprint***

**Technology**
**Architecture**

**Notes:**
Graphic of puzzle pieces
Text on slide:
How Do You Do Enterprise Architecture?
Key Components of an EA Blueprint
EA Governance Structure
Initial EA Project Plan
Strategic Architecture
Business Architecture
Data Architecture
Application Architecture
Technology Architecture
Implementation/Transition Plan

## EA Governance Structure 
Usually a virtual organization composed of staff from several Agencies
Responsibilities:
Lay the groundwork
Develop the EA
Update the EA periodically
Incorporate the EA into the IT investment process
Ensure compliance of projects with the EA
How is it measured?
Who monitors the compliance?

**Usually a virtual organization ****composed of staff from several ****Agencies**
**Responsibilities:**
**Lay the groundwork**
**Develop the EA**
**Update the EA periodically**
**Incorporate the EA into the IT investment process**
**Ensure compliance of projects with the EA**
**How is it measured?**
**Who *****monitors***** the compliance?**

*How Do You Do Enterprise Architecture?*

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
EA Governance Structure 
Usually a virtual organization composed of staff from several Agencies
Responsibilities:
Lay the groundwork
Develop the EA
Update the EA periodically
Incorporate the EA into the IT investment process
Ensure compliance of projects with the EA
How is it measured?
Who monitors the compliance?

## How Do You Do Enterprise Architecture?

***EA Governance Structure:  Lay the Groundwork***
**Determine the organizational ****and functional scope of the EA**
**Obtain commitment and funding**
**Develop the initial EA project plan**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
EA Governance Structure:  Lay the Groundwork
Determine the organizational and functional scope of the EA
Obtain commitment and funding
Develop the initial EA project plan

## How Do You Enterprise Architecture?

***EA Governance Structure:  Roles***
**Champion**
**Manager**
**Documenter**
**Communicator**
**Advisor**
**Reviewer**
**Audience**

* **Source: NASCIO – Enterprise Architecture Development Tool-Kit, July 2002 v2.0*

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
EA Governance Structure:  Roles
Champion
Manager
Documenter
Communicator
Advisor
Reviewer
Audience
Source: NASCIO – Enterprise Architecture Development Tool-Kit, July 2002 v2.0

## How Do You Enterprise Architecture?

***EA Governance Structure:  Roles (continued)***
**Overseer**
**Subject Matter Expert**
**Project Teams**
**Procurement Manager**
**Project/Service Methodology Communicator**
**Enterprise Executive**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
EA Governance Structure:  Roles (continued)
Overseer
Subject Matter Expert
Project Teams
Procurement Manager
Project/Service Methodology Communicator
Enterprise Executive

## How Do You Do Enterprise Architecture?

***Initial EA Project Plan ***
**Adopt/adapt a framework**
**Adopt/adapt a methodology**
**Adopt/adapt a tool**
**Arrange for resources**
**Assemble the team**
**Prepare a workplan to define the EA**
**Include elements of an external ****communications plan in the EA workplan**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Initial EA Project Plan 
Adopt/adapt a framework
Adopt/adapt a methodology
Adopt/adapt a tool
Arrange for resources
Assemble the team
Prepare a workplan to define the EA
Include elements of an external communications plan in the EA workplan

## Framework 
Categorization of the components of EA
Allows focus on particular work products while maintaining the big picture
Presents an integrated model of the enterprise
Examples:  Zachman, Federal Enterprise Architecture, NASCIO

**Categorization of the ****components of EA**
**Allows focus on particular ****work products while maintaining the big picture**
**Presents an integrated model ****of the enterprise**
**Examples:  Zachman, Federal Enterprise Architecture, NASCIO**

*How Do You Enterprise** Architecture?*

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Framework 
Categorization of the components of EA
Allows focus on particular work products while maintaining the big picture
Presents an integrated model of the enterprise
Examples:  Zachman, Federal Enterprise Architecture, NASCIO

## Method
An organized, documented set of procedures, guidelines, and techniques 
Includes a diagramming notation 
Includes criteria for determining whether the results of the procedure are of acceptable quality
Examples of overarching methodologies:  Enterprise Architecture Planning (Spewak), Enterprise Life Cycle (IRS), Rational Unified Process (tailored for EA), Solution Architecture Development Life Cycle (OMB – not yet releases)
Examples of techniques: 
Business processes
Data

***Method***
**An organized, documented set of procedures, guidelines, and techniques **
**Includes a diagramming notation **
**Includes criteria for determining whether the results of the procedure are of acceptable quality**
**Examples of overarching methodologies:  Enterprise Architecture Planning (Spewak), Enterprise Life Cycle (IRS), Rational Unified Process (tailored for EA), Solution Architecture Development Life Cycle (OMB – not yet releases)**
**Examples of techniques: **
**Business processes**
**Data**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Method
An organized, documented set of procedures, guidelines, and techniques 
Includes a diagramming notation 
Includes criteria for determining whether the results of the procedure are of acceptable quality
Examples of overarching methodologies:  Enterprise Architecture Planning (Spewak), Enterprise Life Cycle (IRS), Rational Unified Process (tailored for EA), Solution Architecture Development Life Cycle (OMB – not yet releases)
Examples of techniques: 
Business processes
Data

## Tools

*How Do You Enterprise** Architecture?*

**Automated tool(s) for building models**
**Repository for storing models**
**Many of today’s tools support multiple frameworks, methodologies, and techniques**
**Examples (tool name/vendor):**
**Adaptive Foundation/Adaptive, Inc.**
**METIS/Computas**
**System Architect/Popkin Software**
**ProVision/Proforma**
**Corporate Modeler/Casewise**
**ARIS/IDS Scheer**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Tools
Automated tool(s) for building models
Repository for storing models
Many of today’s tools support multiple frameworks, methodologies, and techniques
Examples (tool name/vendor):
Adaptive Foundation/Adaptive, Inc.
METIS/Computas
System Architect/Popkin Software
ProVision/Proforma
Corporate Modeler/Casewise
ARIS/IDS Scheer

## How Do You Enterprise Architecture?

***Resources***
**Personnel:**
**Team members from the program group**
**Team members from the technical group**
**Team members from the State IT group**
**Software and equipment**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Resources
Personnel:
Team members from the program group
Team members from the technical group
Team members from the State IT group
Software and equipment

## Team
Assemble and Build the Team
Champion
Manager
Documenter
Communicator
Advisor
Reviewer
Audience
Overseer
Subject Matter Expert
Project Teams
Procurement Manager
Project/Service Methodology Communicator
Enterprise Executive

***Assemble and Build the Team***
**Champion**
**Manager**
**Documenter**
**Communicator**
**Advisor**
**Reviewer**
**Audience**
**Overseer**
**Subject Matter Expert**
**Project Teams**
**Procurement Manager**
**Project/Service Methodology Communicator**
**Enterprise Executive**
***	***

*How Do You Enterprise** Architecture?*

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Team
Assemble and Build the Team
Champion
Manager
Documenter
Communicator
Advisor
Reviewer
Audience
Overseer
Subject Matter Expert
Project Teams
Procurement Manager
Project/Service Methodology Communicator
Enterprise Executive

## Work Plan
Develop a project management work plan
Concentrate on understanding of scope
Define milestones
Establish schedules 
Establish interim deliverables

**Develop a project management work plan**
**Concentrate on understanding of scope**
**Define milestones**
**Establish schedules **
**Establish interim deliverables**

*How Do You Enterprise** Architecture?*

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Work Plan
Develop a project management work plan
Concentrate on understanding of scope
Define milestones
Establish schedules 
Establish interim deliverables

## External Communication
Develop a communication plan:
	EA stakeholders
	Funding management
	Political management
	Team participants
	Management of team participants

Determine method of communications:
Web, newsletters

**Develop a communication plan:**
**	****EA stakeholders**
**	****Funding management**
**	****Political management**
**	****Team participants**
**	****Management of team participants**
**Determine method of communications:**
**Web, newsletters**

*How Do You Enterprise** Architecture?*

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
External Communication
Develop a communication plan:
EA stakeholders
Funding management
Political management
Team participants
Management of team participants
Determine method of communications:
Web, newsletters

## How Do You Do Enterprise Architecture?

***Strategic Architecture***** **
**Definition:**
**The *****why***** of the enterprise**
**Vision, mission, goals, objectives, and strategy**
**The internal and external drivers that define the problem(s) to be solved and create the context for the enterprise’s strategic intent**
**Purpose:**
**Define the strategic intent of the enterprise**
**Benefits:**
**Ensures that the business drives the technology**
**Aligns business and IT**
**Techniques:**
**Decomposition diagrams**
**Identification of business and architectural principles**
**Use of templates such as FEAF’s PRM**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Strategic Architecture 
Definition:
The why of the enterprise
Vision, mission, goals, objectives, and strategy
The internal and external drivers that define the problem(s) to be solved and create the context for the enterprise’s strategic intent
Purpose:
Define the strategic intent of the enterprise
Benefits:
Ensures that the business drives the technology
Aligns business and IT
Techniques:
Decomposition diagrams
Identification of business and architectural principles
Use of templates such as FEAF’s PRM

## How Do You Do Enterprise Architecture?

***Components of Strategic Architecture***** **
**Vision:  An image of the future intended to inspire and motivate**
**Mission:  A general Statement of strategic intent that governs the ****	****	****	****   formulation of goals and objectives**
**Goals:  The end toward which effort is directed to realize the mission**
**Objectives:  A specific and measurable accomplishment to be ****	****	****	****	****	****achieved within a specified time period under specified ****	****	****	****	****	****cost constraints toward the accomplishment of one or ****	****	****	****	****	****more goals**
**Strategy:  A plan or method to achieve objectives**
**Performance Measures:  Linked to objectives**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Components of Strategic Architecture 
Vision:  An image of the future intended to inspire and motivate
Mission:  A general Statement of strategic intent that governs the formulation of goals and objectives
Goals:  The end toward which effort is directed to realize the mission
Objectives:  A specific and measurable accomplishment to be achieved within a specified time period under specified cost constraints toward the accomplishment of one or more goals
Strategy:  A plan or method to achieve objectives
Performance Measures:  Linked to objectives

## How Do You Do Enterprise Architecture?

***Components of Strategic Architecture (continued)***
**External drivers to which management responds when defining the enterprise’s strategic intent:  **
**Internal:  Strengths and weaknesses**
**External:  Opportunities and risks**
**Indirect forces in external environment:  Social, technological, environmental, economic, political, legal (STEEPL), including:**
**Laws**
**Directives**
**Standards**
**Best practices**
**Statements of business and architectural principles**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Components of Strategic Architecture (continued)
External drivers to which management responds when defining the enterprise’s strategic intent:  
Internal:  Strengths and weaknesses
External:  Opportunities and risks
Indirect forces in external environment:  Social, technological, environmental, economic, political, legal (STEEPL), including:
Laws
Directives
Standards
Best practices
Statements of business and architectural principles

## How Do You Do Enterprise Architecture?

***Business Architecture ***
**Definition:**
**The conceptual *****how *****of the enterprise**
**Business processes:  as-is and to-be**
**Purpose:**
**Defines what the enterprise does to fulfill its strategic intent and meet the needs of its stakeholders**
**Benefits:**
**Ensures that an enterprise’s activities contribute towards accomplishing its objectives**
**Provides an opportunity for business process improvement**
**Techniques:**
**Interviews with stakeholders**
**Business process flow techniques **
**Value chain analysis**
**Stakeholder analysis**
**Use of templates such as FEAF’s BRM and PRM**
**Organization chart**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Business Architecture 
Definition:
The conceptual how of the enterprise
Business processes:  as-is and to-be
Purpose:
Defines what the enterprise does to fulfill its strategic intent and meet the needs of its stakeholders
Benefits:
Ensures that an enterprise’s activities contribute towards accomplishing its objectives
Provides an opportunity for business process improvement
Techniques:
Interviews with stakeholders
Business process flow techniques 
Value chain analysis
Stakeholder analysis
Use of templates such as FEAF’s BRM and PRM
Organization chart

## How Do You Do Enterprise Architecture?

***Components of Business Architecture ***
**Stakeholders:**
**Types of customers and other stakeholders**
**Relationships of stakeholders to the enterprise**
**Exchanges between stakeholders and the enterprise form the inputs to and outputs from business processes**
**As-is business processes**
**Target business processes**
**Performance measures for business processes**
**Cross-reference of business processes to the objectives they support**
**Review relationship of the organizational units to the business processes they carry out**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Components of Business Architecture 
Stakeholders:
Types of customers and other stakeholders
Relationships of stakeholders to the enterprise
Exchanges between stakeholders and the enterprise form the inputs to and outputs from business processes
As-is business processes
Target business processes
Performance measures for business processes
Cross-reference of business processes to the objectives they support
Review relationship of the organizational units to the business processes they carry out

## How Do You Do Enterprise Architecture?

- Homeownership Promotion
- Community and Regional Development
- Social Services
- Postal Services

***Business Area**** *

***Line of Business***

***Sub-Function**** *

- Services for Citizens

***HS-Related Elements From BRM***

- Community and Social Services

**Notes:**
Diagram of HS-Related Elements From BRM
Text on slide:
How Do You Do Enterprise Architecture?

## How Do You Do Enterprise Architecture?

***Data Architecture***** **
**Definition:**
**The *****what***** of the enterprise**
**Purpose:**
**Define what information the enterprise needs to carry out its business processes**
**Benefits:**
**Helps to avoid stovepipe systems containing redundant data**
**Supports the concept of data stewardship**
**Techniques:**
**Data Modeling **
**Use of templates such as FEAF’s DRM**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Data Architecture 
Definition:
The what of the enterprise
Purpose:
Define what information the enterprise needs to carry out its business processes
Benefits:
Helps to avoid stovepipe systems containing redundant data
Supports the concept of data stewardship
Techniques:
Data Modeling 
Use of templates such as FEAF’s DRM

## How Do You Do Enterprise Architecture?

**Conceptual Data Model**
**Cross-reference of data classes to **
**	****business processes**

*How Do You Do Enterprise Architecture?*

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Components of Data Architecture 
Conceptual Data Model
Cross-reference of data classes to business processes

## How Do You Do Enterprise Architecture?

***Application Architecture***** **
**Definition:**
**The automated *****how***** of the enterprise**
**The automated capabilities that support the execution of business processes and management of data**
**Purpose:**
**Defines the types of applications needed to manage the data and support the business processes of the enterprise**
**Benefits:**
**Helps to avoid stovepipe applications**
**Techniques:**
**Identification of candidate applications with clustering techniques such as Create, Read, Update, Delete (CRUD) matrices**
**Templates such as FEAF’s Service Component Reference Model (SRM)**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Application Architecture 
Definition:
The automated how of the enterprise
The automated capabilities that support the execution of business processes and management of data
Purpose:
Defines the types of applications needed to manage the data and support the business processes of the enterprise
Benefits:
Helps to avoid stovepipe applications
Techniques:
Identification of candidate applications with clustering techniques such as Create, Read, Update, Delete (CRUD) matrices
Templates such as FEAF’s Service Component Reference Model (SRM)

## How Do You Do Enterprise Architecture?

***Components of Application Architecture***** **
**Applications:**
**Name**
**Purpose**
**Description**
**Cross-references:**
**Applications to business processes**
**Applications to data**
**Applications to current systems**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Components of Application Architecture 
Applications:
Name
Purpose
Description
Cross-references:
Applications to business processes
Applications to data
Applications to current systems

## How Do You Do Enterprise Architecture?

***Technology Architecture ***
**Definition:**
**The supporting technologies and standards**
**The platforms on which architected applications will operate**
**Purpose:**
**Define the major types of technologies needed to provide an environment for architected applications**
**Benefits:**
**Smart investment decisions in technology**
**Promotes enterprise-wide standards (e.g., e-mail and other office automation packages)**
**Techniques:**
**Identification of technology trends and best practices**
**Identification of technology principles and standards**
**Templates such as FEAF’s TRM and PRM**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Technology Architecture 
Definition:
The supporting technologies and standards
The platforms on which architected applications will operate
Purpose:
Define the major types of technologies needed to provide an environment for architected applications
Benefits:
Smart investment decisions in technology
Promotes enterprise-wide standards (e.g., e-mail and other office automation packages)
Techniques:
Identification of technology trends and best practices
Identification of technology principles and standards
Templates such as FEAF’s TRM and PRM

## How Do You Do Enterprise Architecture?

***Components of Technology Architecture***** **
**Technology principles**
**Technology platforms**
**Enterprise Technical ****Reference Model**
**Enterprise Standards Profile**
**Information Assurance Plan**
**Cross-references:**
**Data and application distribution**
**Applications and technology platform**
**Business processes and technology platform**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Components of Technology Architecture 
Technology principles
Technology platforms
Enterprise Technical Reference Model
Enterprise Standards Profile
Information Assurance Plan
Cross-references:
Data and application distribution
Applications and technology platform
Business processes and technology platform

## How Do You Do Enterprise Architecture?

***Implementation/Transition Plan***** **
**Definition:**
**Plan that includes level-of-effort and schedule to implement the target architectures**
**Purpose:**
**To migrate from the *****as-is***** architecture to the *****to-be***** architecture**
**Benefits:**
**The Enterprise Architecture is implemented**
**Techniques:**
**Project planning**
**Migration planning**
**Classification of current applications and technology (NASCIO:  emerging, current, twilight, sunset)**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Implementation/Transition Plan 
Definition:
Plan that includes level-of-effort and schedule to implement the target architectures
Purpose:
To migrate from the as-is architecture to the to-be architecture
Benefits:
The Enterprise Architecture is implemented
Techniques:
Project planning
Migration planning
Classification of current applications and technology (NASCIO:  emerging, current, twilight, sunset)

## Components of Implementation/Migration Plan 
Long-term migration plan
	(approximately five years)
Project plans to build/buy/reuse 
	architected applications and to 
	implement components of the 
	technology architecture
Migration plans for current applications and technology

**Long-term migration plan**
**	****(approximately five years)**
**Project plans to build/buy/reuse **
**	****architected applications and to **
**	****implement components of the **
**	****technology architecture**
**Migration plans for current applications and technology**

*How Do You Do Enterprise Architecture?*

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Components of Implementation/Migration Plan 
Long-term migration plan
(approximately five years)
Project plans to build/buy/reuse 
architected applications and to 
implement components of the 
technology architecture
Migration plans for current applications and technology

## Critical Success Factors 
Management commitment and support
Active participation and cooperation of end users and management
Effective project leadership and workplan
Acceptable balance of scope versus level of detail versus resources and schedule
Well-defined framework, methodology, and tool
Compatible corporate culture
Distribution of interim deliverables
80/20 principle

**Management commitment and support**
**Active participation and cooperation of end users and management**
**Effective project leadership and workplan**
**Acceptable balance of scope versus level ****of detail versus resources and schedule**
**Well-defined framework, methodology, ****and tool**
**Compatible corporate culture**
**Distribution of interim deliverables**
**80/20 principle**

*How Do You Do Enterprise Architecture?*

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Critical Success Factors 
Management commitment and support
Active participation and cooperation of end users and management
Effective project leadership and workplan
Acceptable balance of scope versus level of detail versus resources and schedule
Well-defined framework, methodology, and tool
Compatible corporate culture
Distribution of interim deliverables
80/20 principle

## Quality Attributes 
The Enterprise Architecture is completed
The plan is being implemented
The Enterprise Architecture is used to guide new development and is maintained

Source: Spewak, Steven H. and Steven C. Hill.  Enterprise Architecture Planning – Developing a Blueprint for Data, Applications, and Technology. John Wiley and Sons, 1992.

**The Enterprise Architecture is completed**
**The plan is being implemented**
**The Enterprise Architecture is used to guide ****new development and is maintained**
***Source: Spewak, Steven H. and Steven C. Hill.  Enterprise Architecture Planning – Developing a Blueprint for Data, Applications, and Technology. John Wiley and Sons, 1992.***

*How Do You Do Enterprise Architecture?*

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Quality Attributes 
The Enterprise Architecture is completed
The plan is being implemented
The Enterprise Architecture is used to guide new development and is maintained
Source: Spewak, Steven H. and Steven C. Hill.  Enterprise Architecture Planning – Developing a Blueprint for Data, Applications, and Technology. John Wiley and Sons, 1992.

## How Do You Do Enterprise Architecture?

***Issues ***
**Complexity:**
**Understandability through**
**	****ineffective or inappropriate **
**	****level of abstractions **
**Unmanageable dependencies**
***Source: Bredemeyer Consulting.  Software Architecture: Central Concerns, Key Decisions. 2003.***

## How Do You Do Enterprise Architecture?

***Lifecycle***
***Source: McVay, William H. “Critical Success Factors for Effectively Using CCA (CPIC, EA, Project Management).”***

**Notes:**
Diagram of a lifecycle.
Text on slide:
How Do You Do Enterprise Architecture?
Source: McVay, William H. “Critical Success Factors for Effectively Using CCA (CPIC, EA, Project Management).”

## How Do You Do Enterprise Architecture?

***Exercise***
**Break up into groups of 10**
**Make key decisions required for Enterprise Architecture effort**
**Use course processes and guidelines**
**Use exercise template**
**Appoint spokesperson**
**Return to larger group and share findings**

**Notes:**
Text on slide:
How Do You Do Enterprise Architecture?
Exercise
Break up into groups of 10
Make key decisions required for Enterprise Architecture effort
Use course processes and guidelines
Use exercise template
Appoint spokesperson
Return to larger group and share findings

## Section E Enterprise Architecture Implementation Plan

**Notes:**
Text on slide:
Section E
Enterprise Architecture Implementation Plan

## Enterprise Architecture Implementation Plan

***Section Objectives ***
**At the end of this section, you will have the knowledge to:**
**List some benefits from an Enterprise Architecture effort**
**Understand the first steps to take toward defining an Enterprise Architecture**
**Identify key stakeholders for their HS Enterprise Architecture **
**Identify customers and uses of Enterprise Architecture internal and external to the HS organization **
**Understand the basic concepts of the Zachman Framework, FEA, NASCIO’s Enterprise Architecture Development Tool-Kit, and other resources from industry**

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
Section Objectives 
At the end of this section, you will have the knowledge to:
List some benefits from an Enterprise Architecture effort
Understand the first steps to take toward defining an Enterprise Architecture
Identify key stakeholders for their HS Enterprise Architecture 
Identify customers and uses of Enterprise Architecture internal and external to the HS organization 
Understand the basic concepts of the Zachman Framework, FEA, NASCIO’s Enterprise Architecture Development Tool-Kit, and other resources from industry

## Enterprise Architecture Implementation Plan

*Enterprise Architecture Implementation Plan*

** ****Source: www.zifa.com**

**Actual Business**
**Organization**

**Actual Business**
**Schedule**

**Actual Business**
**Strategy**

**FUNCTIONING**
**ENTERPRISE**

**Actual Business Data**

**Actual Application**
**Code**

**Actual Physical**
**Networks**

**DATA**
*What*
*(Things)*

**NETWORK**
*Where*
*(Location)*

**PEOPLE**
*Who*
*(People)*

**TIME**
*When*
*(Time)*

**MOTIVATION**
*Why*
*(Motivation)*

** ****The Zachman ****Framework**

**FUNCTION**
*How*
*(Process)*

- Security Architecture
*People = Identity*
*Work = Job*

- Timing Definition
*Time = Interrupt*
*Cycle = Machine cycle*

- Rule Specification
*End = Sub-condition*
*Means = Step*

**DETAILED**
**REPRESENTATIONS**
*(Out-of-Context)*
*Sub-contractor*

**TECHNOLOGY**
**MODEL**
*(Physical *
*Builder)*

**SYSTEM MODEL**
*(Logical)*
*Designer*

- Presentation
- Architecture
*People = User*
*Work = Screen format*

- Control Structure
*Time = execute*
*Cycle = Component*
*cycle*

- Rule Design
*End = Condition*
*Means = Action*

- Human Interface
- Architecture
*People = Role*
*Work = Deliverable*

- Processing Structure
*Time = System event*
*Cycle = Processing*
*cycle*

- Business Rule Model
*End = Structural*
*assertion*
*Means = Action*
*assertion*

- Data Definition
*Ent = Field*
*Rein = Address*

- Physical Data Model
*Ent = Segment/Table,*
*Etc.*
*Rein = Pointer/Key*

- Logical Data Model
*Ent = Data entity*
*Rein = Data*
*relationship*

- Semantic Model
*Ent = Business entity*
*Rein = Business*
*relationship*

- List of things
- important to the
- business
*Entity = Class of*
*business thing*

- Program
*Proc = Language*
*Statement*
*I/O = Control block*

- System Design
*Proc = Computer*
*function*
*I/O = Data elements/*
*sets*

- Application
- Architecture
*Proc = Application*
*function*
*I/O = User views*

- Network Architecture
*Node = Addresses*
*Link = Protocols*

- Technology Architecture
*Node = Hardware/*
*System software*
*Link = Line*
*specifications*

- Distributed System
- Architecture
*Node = I/S function*
*(Processor, Storage, etc.)*
*Link = Line*
*characteristics*

- Business Logistics
- System
*Node = Business*
*location*
*Link = Business*
*linkage*

- List of Locations in
- which the business
- operates
*Note = Major business*
*location*

** **
** ****BUSINESS MODEL**
*(Conceptual)*
*Owner*

**SCOPE**
*(Contextual)*
*Planner*

- Work Flow Model
*People = Organization*
*unit*
*Work = Work product*

- Master Schedule
*Time = Business*
*event*
*Cycle = Business*
*cycle*

- Business Plan
*End = Business*
*objective*
*Means = Business*
*strategy *

- Business Process
- Model
*Proc = Business*
*process*
*I/O = Business*
*resources*

- List of processes the
- business performs
*Function = Class of*
*business process*

- List of Organizations
- Important to the
- Business
*People = Major*
*organizations*

- List of Events
- Significant to the
- Business
*Time = Major business*
*event*

- List of Business
- Goals/Strategies
*Ends/Means = Major*
*bus. goal/Critical*
*success factor*

## Enterprise Architecture Implementation Plan

*Enterprise Architecture Implementation Plan*

**Notes:**
Diagram of Zachman Framework 
Text on slide:
Enterprise Architecture Implementation Plan

## Enterprise Architecture Implementation Plan

***Getting Started ***
**Organizations must develop a practical ****plan of attack that recognizes the ****richness and ambiguity of managerial ****information, and also does the ****following:**
**Ensures senior management support by refining governance mechanisms and clarifying the value of ****information**
**Yields a common requirements ****vision (CRV) based on future business strategies**
**Includes the development of a conceptual architecture for EA based on solid information and management principles**
**Leads to development of an EA model that is linked to related enterprise business and technology models**
***Source: www.metagroup.com***

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
Getting Started 
Organizations must develop a practical plan of attack that recognizes the richness and ambiguity of managerial information, and also does the following:
Ensures senior management support by refining governance mechanisms and clarifying the value of information
Yields a common requirements vision (CRV) based on future business strategies
Includes the development of a conceptual architecture for EA based on solid information and management principles
Leads to development of an EA model that is linked to related enterprise business and technology models
Source: www.metagroup.com

## Enterprise Architecture Implementation Plan

**Notes:**
Diagram of Figure 1 – EA Process Model 
Text on slide:
Enterprise Architecture Implementation Plan
Architectures should be developed and refined by an iterative analysis phases:
Context setting
Common requirements vision
Conceptual architecture
Architecture modeling
Source: Meta Group

## Enterprise Architecture Implementation Plan

***Best Practices ***
**	****This approach is consistent with the best practices employed by the architecture elites. Unlike the average organization, they have done the following:**
**Achieved consensus about the information basics**
**Attained consensus about the enterprise management context for Enterprise Information Architecture (EIA)**
**Articulated principles for high-quality information management**
** ****Modeled business, information, and technical systems to create clear, auditable, and adaptable linkages between them**** **
***Source: www.metagroup.com***

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
Best Practices 
This approach is consistent with the best practices employed by the architecture elites. Unlike the average organization, they have done the following:
Achieved consensus about the information basics
Attained consensus about the enterprise management context for Enterprise Information Architecture (EIA)
Articulated principles for high-quality information management
Modeled business, information, and technical systems to create clear, auditable, and adaptable linkages between them 
Source: www.metagroup.com

## Enterprise Architecture Implementation Plan

***Best Practices (continued)***
**	*****Achieving Consensus:***** When major IT initiatives fail, the cause can often be traced to inconsistent or inaccurate assumptions about the role of information systems in supporting business strategies; confusion about the kinds of information decision makers require; and the roles that developers, business analysts, and architects should play.**
**	*****Means Versus Ends:***** Information systems and architectures are developed as means to an end. They have no intrinsic value, apart from the degree to which the information coursing through them enables the organization to achieve its strategic goals.**
***Source: www.metagroup.com***

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
Best Practices (continued)
Achieving Consensus: When major IT initiatives fail, the cause can often be traced to inconsistent or inaccurate assumptions about the role of information systems in supporting business strategies; confusion about the kinds of information decision makers require; and the roles that developers, business analysts, and architects should play.
Means Versus Ends: Information systems and architectures are developed as means to an end. They have no intrinsic value, apart from the degree to which the information coursing through them enables the organization to achieve its strategic goals.
Source: www.metagroup.com

## Enterprise Architecture Implementation Plan

***Best Practices (continued)***
**	*****Structured Versus Unstructured:***** **
**	****Our research confirms academic studies that ****decision makers obtain only about one-third ****of the information they use from structured ****information sources (documents and computer-****generated reports), while two-thirds originates ****from human beings in the form of phone calls, ****meetings, conversations, conferences, etc. **
**	****Moreover, information usage is neither linear nor strictly rational, and is affected by many social and political considerations. Information architects must not restrict their analysis to structured information and computer databases, but rather should embrace all information required by decision makers.**
***Source: www.metagroup.com***

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
Best Practices (continued)
Structured Versus Unstructured: 
Our research confirms academic studies that decision makers obtain only about one-third of the information they use from structured information sources (documents and computer-generated reports), while two-thirds originates from human beings in the form of phone calls, meetings, conversations, conferences, etc. 
Moreover, information usage is neither linear nor strictly rational, and is affected by many social and political considerations. Information architects must not restrict their analysis to structured information and computer databases, but rather should embrace all information required by decision makers.
Source: www.metagroup.com

## Enterprise Architecture Implementation Plan

***Overcoming Illusions***
**	****Many senior managers are skeptical about the relevance and value of the IT initiatives that they (often reluctantly) fund. They are frustrated by the naïve, machine-focused information engineering approaches of architects and application developers, whose bottom-up approach generates an ocean of data but only rare droplets of useful intelligence.**
**	*****Illusion:***** Executives rely on data for decision making.**
**	*****Reality:***** Executives rely on information, data that has been endowed with relevance and purpose.**
***Source: www.metagroup.com***

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
Overcoming Illusions
Many senior managers are skeptical about the relevance and value of the IT initiatives that they (often reluctantly) fund. They are frustrated by the naïve, machine-focused information engineering approaches of architects and application developers, whose bottom-up approach generates an ocean of data but only rare droplets of useful intelligence.
Illusion: Executives rely on data for decision making.
Reality: Executives rely on information, data that has been endowed with relevance and purpose.
Source: www.metagroup.com

## Enterprise Architecture Implementation Plan

***Overcoming Illusions (continued)***
**	*****Illusion:***** EIA is an exclusive IT organization function, staffed by elite techno-priests who employ complex software tools to draw detailed graphical blueprints that are used by application developers and database designers in support of information systems projects.**
**	*****Reality:***** EIA is an enterprise discipline that enables creative collaboration between a wide range of cross-functional experts who can contribute information and knowledge about any decisions that bear on the success of the enterprise.**** **
***Source: www.metagroup.com***

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
Overcoming Illusions (continued)
Illusion: EIA is an exclusive IT organization function, staffed by elite techno-priests who employ complex software tools to draw detailed graphical blueprints that are used by application developers and database designers in support of information systems projects.
Reality: EIA is an enterprise discipline that enables creative collaboration between a wide range of cross-functional experts who can contribute information and knowledge about any decisions that bear on the success of the enterprise. 
Source: www.metagroup.com

## Enterprise Architecture Implementation Plan

***	******Achieving Consensus About the ******Enterprise Management Context ******for EIA***
***	*****Ensuring Managerial Commitment: ****A No Compromise Requirement**
- 	**As with strategy efforts in general, Enterprise Architecture and EIA must be understood and supported by senior decision makers. Because the EIA must be ongoing and requires cross-functional collaboration, it depends on the willingness of senior managers to participate within it. This means that they must define strategies and organizational structure, as well as downstream processes and behaviors associated with them.**
***Source: www.metagroup.com***

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
Achieving Consensus About the Enterprise Management Context for EIA
Ensuring Managerial Commitment: A No Compromise Requirement
As with strategy efforts in general, Enterprise Architecture and EIA must be understood and supported by senior decision makers. Because the EIA must be ongoing and requires cross-functional collaboration, it depends on the willingness of senior managers to participate within it. This means that they must define strategies and organizational structure, as well as downstream processes and behaviors associated with them.
Source: www.metagroup.com

## Enterprise Architecture Implementation Plan

***Key Success Factors ***
**	*****Achieving Consensus About the Enterprise Management Context for EIA***
**Three Key Success Factors for Setting Context**
**	****1. Focus on the enterprise**
**	****2. Clarify how the enterprise delivers value**
**	****3. Use the enterprise architecture process model to ****	****coordinate the analysis**
***Source: www.metagroup.com***

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
Key Success Factors 
Achieving Consensus About the Enterprise Management Context for EIA
Three Key Success Factors for Setting Context
Focus on the enterprise
Clarify how the enterprise delivers value
Use the enterprise architecture process model to coordinate the analysis
Source: www.metagroup.com

## Enterprise Architecture Implementation Plan

**	*****The Bottom Line***
**	****EIA can only be successful if architects **
**	****understand the organization’s value **
**	****proposition, and if they consider **
**	****information politics, policies, staffing, **
**	****and behavior. The enterprise information architecture process requires context setting as well as development of a high-level common requirements vision, a conceptual architecture, and a (selective) set of information models that link to related enterprise business and technology models. **
**	****Business Impact:**** Organizations that develop the disciplines required to evolve an enterprise information architecture over time will increase their return on information and enable more effective, business-strategic decision making.**
***Source: www.metagroup.com***

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
The Bottom Line
EIA can only be successful if architects understand the organization’s value proposition, and if they consider information politics, policies, staffing, and behavior. The enterprise information architecture process requires context setting as well as development of a high-level common requirements vision, a conceptual architecture, and a (selective) set of information models that link to related enterprise business and technology models. 
Business Impact: Organizations that develop the disciplines required to evolve an enterprise information architecture over time will increase their return on information and enable more effective, business-strategic decision making.
Source: www.metagroup.com

## Steps/Deliverables

***Steps/Deliverables***

*Enterprise Architecture Implementation Plan*

**Notes:**
Diagram of 10 Steps/Deliverables
Text on slide:
Enterprise Architecture Implementation Plan
Planning initiation scope, objectives, vision, methodology, tools, planning team, presentations, and workplan
Business modeling organization structure, preliminary functional business model
Enterprise survey complete functional business model
Current systems and technology Information Resource Catalog (IRC), system schematics
Data Architecture entity definitions, entry relationship diagrams, entity to function matrix, data architecture report
Application Architecture definition of applications, application matrices, impact analysis, application architecture report
Technology Architecture data/application distribution, technology architecture report
Implementation plan application sequence, migration plan, costs and benefits, success factors and recommendations
Planning conclusion final report, presentation
Transition to implementation improvements to organization, policies, standards, procedures, detailed project plans

## Steps/Deliverables
Planning initiation scope, objectives, vision, methodology, tools, planning team, presentations, and workplan
Business modeling organization structure, preliminary functional business model
Enterprise survey complete functional business model
Current systems and technology Information Resource Catalog (IRC), system schematics
Data Architecture entity definitions, entry relationship diagrams, entity to function matrix, data architecture report

**Planning initiation scope, objectives, ****vision, methodology, tools, planning ****team, presentations, and workplan**
**Business modeling organization structure, preliminary functional business model**
**Enterprise survey complete functional business model**
**Current systems and technology Information Resource Catalog (IRC), system schematics**
**Data Architecture entity definitions, entry relationship diagrams, entity to function matrix, data architecture report**

*Enterprise Architecture Implementation Plan*

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
Steps/Deliverables
Planning initiation scope, objectives, vision, methodology, tools, planning team, presentations, and workplan
Business modeling organization structure, preliminary functional business model
Enterprise survey complete functional business model
Current systems and technology Information Resource Catalog (IRC), system schematics
Data Architecture entity definitions, entry relationship diagrams, entity to function matrix, data architecture report

## Enterprise Architecture Implementation Plan

***Steps/Deliverables (continued)***
**Application Architecture definition of applications, application matrices, impact analysis, application architecture report**
**Technology Architecture data/application distribution, technology architecture report**
**Implementation plan application sequence, migration plan, costs and benefits, success factors and recommendations**
**Planning conclusion final report, presentation**
**Transition to implementation improvements to organization, policies, standards, procedures, detailed project plans**

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
Steps/Deliverables (continued)
Application Architecture definition of applications, application matrices, impact analysis, application architecture report
Technology Architecture data/application distribution, technology architecture report
Implementation plan application sequence, migration plan, costs and benefits, success factors and recommendations
Planning conclusion final report, presentation
Transition to implementation improvements to organization, policies, standards, procedures, detailed project plans

## Exercise
Break up into groups of 10
Develop a sample implementation plan
Use course processes and guidelines
Use exercise template
Appoint spokesperson
Return to larger group and share findings

**Break up into groups of 10**
**Develop a sample implementation plan**
**Use course processes and guidelines**
**Use exercise template**
**Appoint spokesperson**
**Return to larger group and share findings**

*Enterprise Architecture Implementation Plan*

**Notes:**
Text on slide:
Enterprise Architecture Implementation Plan
Exercise
Break up into groups of 10
Develop a sample implementation plan
Use course processes and guidelines
Use exercise template
Appoint spokesperson
Return to larger group and share findings

## Section F Enterprise Architecture Lessons Learned

**Notes:**
Text on slide:
Section F
Enterprise Architecture Lessons Learned

## Enterprise Architecture Lessons Learned

***Section Objectives***
**At the end of this section, you will **
**have the knowledge to: **
**Understand the lessons learned ****from varying experiences with ****Enterprise Architecture efforts **
**Identify best practices**

**Notes:**
Text on slide:
Enterprise Architecture Lessons Learned
Section Objectives
At the end of this section, you will have the knowledge to: 
Understand the lessons learned from varying experiences with Enterprise Architecture efforts 
Identify best practices

## Enterprise Architecture Lessons Learned

***Outside the State Domain***
**Entails continuous review and update**
**Requires flexibility and creativity**
**Begins with a clear definition and understanding of organization’s vision, IT principles, and business context**
**Utilizes multi-organizational collaborative efforts to produce effectiveness and success **
***Source: “What Is an IT Enterprise Architecture?,” ******https://secure.cio.noaa.gov/hpcc/docita/***

## Enterprise Architecture Lessons Learned

***Outside the State Domain (continued)***
**Major functions must participate in the Enterprise Architecture**
**Be sure to correctly estimate the impact of logistics**
**Use commercial off-the-shelf (COTS) software and minimize customizations**
**Give careful consideration to standard software solutions**
***Source: Brooks, Ron and Catherine Santana.  “Financial Management Modernization Program,”Office of the Under Secretary of Defense. 2001.***

**Notes:**
Text on slide:
Enterprise Architecture Lessons Learned
Outside the State Domain (continued)
Major functions must participate in the Enterprise Architecture
Be sure to correctly estimate the impact of logistics
Use commercial off-the-shelf (COTS) software and minimize customizations
Give careful consideration to standard software solutions
Source: Brooks, Ron and Catherine Santana.  “Financial Management Modernization Program,”Office of the Under Secretary of Defense. 2001.

## Enterprise Architecture Lessons Learned

***Outside the State Domain (continued)***
**To be applied, architecture requires understanding **
**To be supported, architecture needs *****buy-in***
**Create communication plan early: **
**Identify what information is needed, to whom, and in what format**
***Source: Bredemeyer Consulting. Software Architecture: Central Concerns, Key Decisions. 2003.***

**Notes:**
Text on slide:
Enterprise Architecture Lessons Learned
Outside the State Domain (continued)
To be applied, architecture requires understanding 
To be supported, architecture needs buy-in
Create communication plan early: 
Identify what information is needed, to whom, and in what format
Source: Bredemeyer Consulting. Software Architecture: Central Concerns, Key Decisions. 2003.

## Enterprise Architecture Lessons Learned

***State Context***
**State Chief Information Officer, (CIO) level experiences**
**Human Services level experiences**
**Participant discussion and input**

**Notes:**
Text on slide:
Enterprise Architecture Lessons Learned
State Context
State Chief Information Officer, (CIO) level experiences
Human Services level experiences
Participant discussion and input

## Enterprise Architecture Lessons Learned

***Common Mistakes***
**Confusing selecting hardware/software products with defining IT principles**
**Not deriving the IT architecture from the mission requirements**
**Not having a common vision with senior management involvement**
**Not taking a systematic approach to Enterprise Architecture**
**Treating IT Architecture as a *****one-time***** event**
**Too much planning and no implementation**
***Source: ***_**[https://secure.cio.noaa.gov/hpcc/docita/](https://secure.cio.noaa.gov/hpcc/docita/)**__** . **_***“What Is an IT Enterprise Architecture?”***

## Enterprise Architecture Lessons Learned

***Best Practices***
**Results:**
**Few organizations have developed complete Enterprise Architectures:**
**Developed portions: one of three views, typically operational, technical, or system**
**Implemented Enterprise Resource Planning (ERP)**
**Hardly any Enterprise Architectures developed using a single *****framework***
***Source: Brooks, Ron and Catherine Santana. “Financial Management Modernization Program”, Office of the Under Secretary of Defense. 2001. ***

**Notes:**
Text on slide:
Enterprise Architecture Lessons Learned
Best Practices
Results:
Few organizations have developed complete Enterprise Architectures:
Developed portions: one of three views, typically operational, technical, or system
Implemented Enterprise Resource Planning (ERP)
Hardly any Enterprise Architectures developed using a single framework
Source: Brooks, Ron and Catherine Santana. “Financial Management Modernization Program”, Office of the Under Secretary of Defense. 2001.

## Enterprise Architecture Lessons Learned

***Best Practices (continued)***
**Leverage *****quick wins***** to gain buy-in and momentum**
**Plan Business Process Reengineering effectively before selecting technology solution**
**Begin with organization that offers least resistance**
**Enforce compliance through effective governance structure with authority at highest level of organization**
**Manage Enterprise Architecture as a continuous process**
***Source: Brooks, Ron and Catherine Santana.  “Financial Management Modernization Program”, Office of the Under Secretary of Defense. 2001.***

**Notes:**
Text on slide:
Enterprise Architecture Lessons Learned
Best Practices (continued)
Leverage quick wins to gain buy-in and momentum
Plan Business Process Reengineering effectively before selecting technology solution
Begin with organization that offers least resistance
Enforce compliance through effective governance structure with authority at highest level of organization
Manage Enterprise Architecture as a continuous process
Source: Brooks, Ron and Catherine Santana.  “Financial Management Modernization Program”, Office of the Under Secretary of Defense. 2001.

## Section G Conclusion

**Notes:**
Text on slide:
Section G
Conclusion

## Future 
META Trend: By 2005, many existing enterprises will move from narrowly defined technical architectures to holistic Enterprise Architectures that encompass business, information, application portfolio, and technical architectures. 
Organizations will evolve their cultures to focus on speed of solution delivery, innovation, and adaptability in optimizing their enterprise value network.

Source: www.metagroup.com

***META Trend:***** By 2005, many existing enterprises will move from narrowly defined technical architectures to holistic Enterprise Architectures that encompass business, information, application portfolio, and technical architectures. **
**Organizations will evolve their cultures to focus on speed of solution delivery, innovation, and adaptability in optimizing their enterprise value network.**
***Source: www.metagroup.com***

*Conclusion*

**Notes:**
Text on slide:
Conclusion
Future 
META Trend: By 2005, many existing enterprises will move from narrowly defined technical architectures to holistic Enterprise Architectures that encompass business, information, application portfolio, and technical architectures. 
Organizations will evolve their cultures to focus on speed of solution delivery, innovation, and adaptability in optimizing their enterprise value network.
Source: www.metagroup.com

## Future (continued)
META Trend: By 2006, the need to derive business value from information assets will force information architecture methods to mature. 
Information architects will formally articulate principles that enable the CIO to focus on custodianship and stewardship of information, thus improving the enterprise’s understanding of the total value of information products.

Source: www.metagroup.com

**META Trend:**** By 2006, the need to derive business value from information assets will force information architecture methods to mature. **
**Information architects will formally articulate principles that enable the CIO to focus on custodianship and stewardship of information, thus improving the enterprise’s understanding of the total value of information products.**
***Source: www.metagroup.com***

*Conclusion*

**Notes:**
Text on slide:
Conclusion
Future (continued)
META Trend: By 2006, the need to derive business value from information assets will force information architecture methods to mature. 
Information architects will formally articulate principles that enable the CIO to focus on custodianship and stewardship of information, thus improving the enterprise’s understanding of the total value of information products.
Source: www.metagroup.com

## Conclusion

***Key Points to Remember ***
**The benefits of doing an Enterprise Architecture effort **
**The impact of not doing an Enterprise Architecture effort**
**The critical components and factors involved in doing an Enterprise Architecture effort**
**Pointers to resources related to Enterprise Architecture **

**Notes:**
Text on slide:
Conclusion
Key Points to Remember 
The benefits of doing an Enterprise Architecture effort 
The impact of not doing an Enterprise Architecture effort
The critical components and factors involved in doing an Enterprise Architecture effort
Pointers to resources related to Enterprise Architecture

## Conclusion

***Summit Summary***
**In summary, you have explored and gained knowledge on the following:**
**Grasping the concept of Enterprise Architecture (EA) **
**Distinguishing a State Human Services perspective from other  Enterprise Architecture efforts**
**Listing benefits of an Enterprise Architecture Plan**
**Describing critical components, issues, and key process activities involved in doing an Enterprise Architecture effort**
**Gathering information from varying experiences with doing Enterprise Architecture**
**Identifying resources related to Enterprise Architecture**

**Notes:**
Text on slide:
Conclusion
Summit Summary
In summary, you have explored and gained knowledge on the following:
Grasping the concept of Enterprise Architecture (EA) 
Distinguishing a State Human Services perspective from other  Enterprise Architecture efforts
Listing benefits of an Enterprise Architecture Plan
Describing critical components, issues, and key process activities involved in doing an Enterprise Architecture effort
Gathering information from varying experiences with doing Enterprise Architecture
Identifying resources related to Enterprise Architecture

## Concluding Remarks 
Enterprise Architecture documentation and presentations will not suffice, unless it is:
Good:
Technically sound and clearly represented
Right:
Meets the needs and objectives of key stakeholders
Successful:
Actually used in developing systems that deliver strategic advantage

Source: Bredemeyer Consulting. Software Architecture: Central Concerns, Key Decisions. 2003.

**Enterprise Architecture documentation and presentations will not suffice, unless it is:**
**Good:**
**Technically sound and clearly represented**
**Right:**
**Meets the needs and objectives of key stakeholders**
**Successful:**
**Actually used in developing systems that deliver strategic advantage**
***Source: Bredemeyer Consulting. Software Architecture: Central Concerns, Key Decisions. 2003.***

*Conclusion*

**Notes:**
Text on slide:
Conclusion
Concluding Remarks 
Enterprise Architecture documentation and presentations will not suffice, unless it is:
Good:
Technically sound and clearly represented
Right:
Meets the needs and objectives of key stakeholders
Successful:
Actually used in developing systems that deliver strategic advantage
Source: Bredemeyer Consulting. Software Architecture: Central Concerns, Key Decisions. 2003.

## End of PresentationThank You

**Notes:**
Text on slide:
End of Presentation
Thank You

## Appendix A

| ACF | Administration for Children and Families |  |
| --- | --- | --- |
| AF | Architecture Framework | Typically a collection of guidance for developing and/or documenting Architectures |
| C4ISR | Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance |  |
| Clinger-Cohen | The Clinger-Cohen Act of 1996 | Also known as the Information Technology Management Reform Act, or ITMRA (http://wwwoirm.nih.gov/policy/itmra.html) |
| COTS | Commercial off-the-shelf |  |
| DHHS | Department of Health and Human Services |  |

***Acronyms & Glossary***

**Notes:**
Acronyms and Glossary Table
Text on slide:
Appendix A
Acronyms & Glossary

## Conclusion

| EA | Enterprise Architecture |  |
| --- | --- | --- |
| EAP | Enterprise Architecture Planning |  |
| EAPMO | Enterprise Architecture Program Management Office | The Federal Enterprise Architecture Program Management Office (FEA-PMO) was established on February 6, 2002, in accordance with direction issued by the associate Director for Information (IT) and E-Government, Office of Management and Budget (OMB). (FEAPMO.GOV) |
| FEA | Federal Enterprise Architecture |  |
| FEAF | Federal Enterprise Architecture Framework |  |
| GOTS | Government off-the-shelf |  |
| IT | Information Technology |  |
| ITMRA | Information Technology Management Reform Act | Also known as the Clinger-Cohen Act (http://wwwoirm.nih.gov/policy/itmra.html) |

***Acronyms and Glossary, (Continued)***

**Notes:**
Acronyms and Glossary Table 
Text on slide:
Conclusion
Acronyms & Glossary, (Continued)

## Conclusion

| JTA | Joint Technical Architecture | The JTA is a compendium of technical standards either approved or potentially approvable for use in DoD systems. |
| --- | --- | --- |
| OMB | Office of Management and Budget | (http://www.whitehouse.gov/omb) |
| OMG | Open Management Group |  |
| TAFIM | Technical Architecture for information Systems |  |
| TEAF | Treasury Enterprise Architecture Framework |  |
| TOGAF | The Open Group Architecture Framework | (http://www.opengorup.org/architecture/) |
| TISAF | Treasury Information Systems Architecture Framework |  |
| TRM | Technical Reference Model | The Open Group or DoD TRM |
| ZIFA | Zachman Institute for Framework Advancement | (http://www.zifa.com) |

***Acronyms and Glossary, (Continued)***

**Notes:**
Acronyms and Glossary Table 
Text on slide:
Conclusion
Acronyms & Glossary, (Continued)

## Appendix B

*** ******Sources***

**Notes:**
Text on slide:
Appendix B
Sources

## Sources

**Primary sources of information used to develop this summit:**
**State Information Technology Consortium (SITC) Team experience**
**Software Productivity Consortium (SPC) Team experience**
**ACF Technical Advisory Group (TAG)**
**Enterprise Architecture Focus Group**
**FEA reference models**
**NASCIO Enterprise Architecture Development Tool-Kit v 2.0**

**Notes:**
Text on slide:
Sources
Primary sources of information used to develop this summit:
State Information Technology Consortium (SITC) Team experience
Software Productivity Consortium (SPC) Team experience
ACF Technical Advisory Group (TAG)
Enterprise Architecture Focus Group
FEA reference models
NASCIO Enterprise Architecture Development Tool-Kit v 2.0

## Sources 

**Comprehensive research on websites dealing with Enterprise Architecture including, but not limited to: **
_**[www.eacommunity.com](http://www.eacommunity.com/)**_** **
_**www.acf.hhs.gov/nhsitrc**_
_**[www.gcn.com](http://www.gcn.com/)**_** **
_**[https://](https://secure.cio.noaa.gov/)**__**[secure.cio.noaa.gov](https://secure.cio.noaa.gov/)**_
**www.zifa.com**
_**[www.safe-house.org](http://www.enterprise/)**_** **
_**[www.fawcette.com/ea/](http://www.fawcette.com/ea/)**_** **
_**[www.cutter.com/itjournal](http://www.cutter.com/itjournal)**_** **
**State websites describing their Enterprise Architecture efforts**

## Sources  

**Books and articles on Enterprise Architecture including, but not limited to: **
**Ciber Services*****. Enterprise Architecture: What and Why.***
**Brooks, Ron and Catherine Santana.***** “Financial Management Modernization Program”, Office of the Under Secretary of Defense. *****2001*****.***
**Bredemeyer Consulting.***** Software Architecture: Central Concerns, Key Decisions. *****2003.**
**Perkins, Alan.***** A Visible Solution: Enterprise Architecture Engineering Critical Success Factors, *****2000.**
**Rechtin, Eberhardt.*****  Systems Architecting: Creating and Building Complex Systems, Prentice-Hall, *****1991.**
***Understanding the Federal Enterprise Architecture, Government Compute News. *****2003.**

**Notes:**
Text on slide:
Sources
Books and articles on Enterprise Architecture including, but not limited to: 
Ciber Services. Enterprise Architecture: What and Why.
Brooks, Ron and Catherine Santana. “Financial Management Modernization Program”, Office of the Under Secretary of Defense. 2001.
Bredemeyer Consulting. Software Architecture: Central Concerns, Key Decisions. 2003.
Perkins, Alan. A Visible Solution: Enterprise Architecture Engineering Critical Success Factors, 2000.
Rechtin, Eberhardt.  Systems Architecting: Creating and Building Complex Systems, Prentice-Hall, 1991.
Understanding the Federal Enterprise Architecture, Government Compute News. 2003.