# Presentation: 586273

## Architecture 100

- Introduction to Enterprise Architecture

## Course Topics

- EA and buried treasure
- EA’s payoff
- A tour of the diggings; what’s going on
- Conclusion

## EA and Buried Treasure

- Course Topic 1
- Deep in the layers of organizational structure lie potential savings. EA is your metal detector.

## EA and Buried Treasure

**Enterprise Architecture (EA) Definition**
**Enterprise ** Your business; whatever it is you’re doing.  Can be an organization (for instance, DOI or MMS) or it can be one line of business (fighting wildfires) that cuts across several organizations
**Architecture**  The structure or structural description of your business
**Enterprise architecture (EA)** The structural description of your business
- Can be in the form of models, diagrams, or text

- Describes how the enterprise operates
- How business processes and rules relate
- How information flows
- Where work happens
- Who the users are
- What hardware, software, data, and security is used for the business
- First step is to evaluate the existing EA
- Second step is to decide what EA the business needs for the future
**Modernization blueprint**  Plan for a future EA

## EA and Buried Treasure

- ... agency executives have historically not understood the purpose, content, and value of these architectures...
- —GAO Report to Congressional Committees, February 2002

**Executives need to understand EA, and make an informed decision whether to support or reject it**

## EA and Buried Treasure

**Try it before you buy**
- EA is not “all or nothing”
- No need for sight unseen investment
- Highest yields are from the longest-term investments
- But there are also gold nuggets just lying around—”somebody else’s problem” improvements that everyone agrees on, but nobody has fixed
- EA makes recommendations.  Managers weigh potential improvements against funding, and decide how far to go

## EA and Buried Treasure

- Further, skilled human capital in the discipline of enterprise architecture is a scarce resource.
- —GAO Report to Congressional Committees, February 2002

**To succeed, EA needs the support of executives who understand what it’s for.**

## EA and Buried Treasure

**What drives EA**
- We are spending millions collecting data artifacts which we are not using effectively
- EA models and analysis help you understand the data and use it to make decisions
- Money spent on data collection is wasted without the investment in EA
- Like buying a top-of –the-line computer; it is wasted unless you also invest in a little electricity to power it
- OMB’s EA push means everyone in the government has the same goal to shoot for
- Easier to talk and share data with other organizations
- Literally gives organizations the same vocabulary
- Stop IT investments growing like a fungus; get investments in line with our mission
- “Whiz-bang” is not the right reason to invest

- We need solid business analysis to base our IT choices on
- We need long-term cost-effectiveness
- EA will speed good business cases through and stop bad ones early on
- EA will help with other initiatives
- Security
- Asset management
- Configuration management

## EA and Buried Treasure

**Why is EA different from past efforts?**
- Response to GAO report of “immature” federal EA programs
- OMB oversight increased
- OMB is also looking deeper into programs
- Answer to personnel cuts from OMB workforce planning
- Organizations have to do more with less
- Answer to “retirement bubble” in some areas

- Corporate memory is lost when many retire at the same time
- Objective view of business
- EA team is outside the other organizations
- Response to faster technology development
- Technology is also outdated faster
- Technology decisions must be both quick and correct
- Driven by business, not flashy technology
- To get the latest gadget, you have to show a business need

## EA’s Payoff

- Course Topic 2
- Why EA is valuable.

## EA’s Payoff

**What’s valuable about EA?**
- To improve a complex organization, first you have to understand it.
- EA highlights what’s important
- Models the organization before and after the improvement
- Shows inefficiencies and redundancies
- Gives recommendations, risks, costs, and benefits
- Shows where local efficiencies cause national inefficiencies
- Result of penny-wise, pound-foolish decisions
- EA shows the overall most efficient solution
- Decision-makers can base decisions on facts, not anecdotes

## EA’s Payoff

- I think a lot more decisions are made on serendipity than people think. Things come across their radar screens and they jump at them.
- —Jay W Lorsch, professor, Harvard Business School
**EA prioritizes what comes across decision-makers’ radar screens, and gives them facts for decisions**

## EA’s Payoff

|  | System | Portfolio | Department | OMB |
| --- | --- | --- | --- | --- |
| Short Term | Produces current system snapshot
Makes issues more visible
Improves  team communication
Shows short-term solutions
Justifies spending | Produces current portfolio snapshot
Shows priority of issues
Improves systems information
Improves team communication
Justifies spending | Produces current department snapshot
Compares department against OMB initiatives
Justifies spending
Measures systems | Produces snapshot of all federal systems
Makes budget decisions easier
Presents picture of funding allocations |
| Medium Term | Produces plans for future EA
Produces plans for funding
Fits system into overall portfolio plan
Reduces O&M cost | Produces plans for future EA
Produces plans for funding
Fits portfolio into overall department plan
Reduces O&M costs | Produces plans for future EA
Fits department into overall federal plan
Improves budget planning | Streamlines government business
Improves public perception of government
Allows pieces of the architecture to be used across the government |
| Long Term | Measures progress toward better EA
Improves customer service
Preserves time and funding for core mission | Measures progress toward better EA
Improves customer service
Preserves time and funding for core mission | Improves service to citizens
Reduces duplication of effort
Preserves time and funding for core mission | Improves service to citizens
Reduces duplication of effort
Reduces cost of services |

**Benefits**

## EA’s Payoff

**EA saves money by showing true costs**
- EA shows the big picture, total cost of operations (TCO), not just the immediate price
- Cost of maintenance
- Cost of incompatibility
- Cost of duplication
- Cost of effort spent on non-mission tasks

## EA’s Payoff

## EA’s Payoff

**Results of EA **
- Data collection and reporting standardized across the Interior
- Interior in line with OMB funding requirements
- Interior in line with federal EA guidance
- EA improves customer service
- Data compatibility allows more one-stop shops
- Less customer confusion at finding similar businesses in different organizations
- Streamlined business helps customer ask the right office the right question the first time
- Long-term vision of EA: use related money to buy related items
- Example:  Quit sending money to many agencies to do the same recreation job many different ways
- Use recreation money for the recreation line of business, with the same standards, whatever agency it shows up in  (see _[http://](http://www.recreation.gov/)__[www.recreation.gov](http://www.recreation.gov/)_)

## A Tour of the Diggings; What’s Going On

- Course Topic 3
- An overview of what’s happening in EA.

## A Tour of the Diggings; What’s Going On

- Concepts and projects:
- Lines of business
- Phases of an EA effort
- DEAR
- Modeling
- Bureau efforts
- FEA models
- EA in government and industry

## A Tour of the Diggings; What’s Going On

**Lines of business**
- Alternative way to look at Interior structure
- Looks at the job instead of the organization
- For instance: many bureaus manage finances (everyone has to do paychecks!)
- EA looks at all the financial management programs
- Finds the best program that will work for all organizations
- Standardizes all the programs
- Saves money
- Bulk buys of technology
- Technology, data, and training is interchangeable between organizations
- Better management of technology updates

**Many agencies, one business: law enforcement**

## A Tour of the Diggings; What’s Going On

**Lines of business (continued)**
- Over 20 lines of business have been identified
- FY04:  EA team is starting with
- Law enforcement
- Fighting wildfires
- Financial management
- Indian Trust
- Recreation

## A Tour of the Diggings; What’s Going On

- Phases of an EA effort:
- Envision the future architecture
- Sketch out what the organization will need
- Determine scope, collect data
- Interview system experts to find out how they do their job, and analyze the findings
- Align Interior architecture with federal architecture
- Compare what Interior is doing with the FEA reference models
- Build modernization blueprints, at tactical and strategic levels
- Tactical blueprint is a road map to short-term savings (for instance, on project management)
- Strategic blueprint is a road map to long-term savings (for instance, on investments and business cases)

## A Tour of the Diggings; What’s Going On

- In academic science, interdisciplinary work is productive and praised, but is relatively rare. Scientists don’t need to cooperate to have their results fit together: they are all describing different parts of the same thing—nature—so in the long run, their results tend to come together into a single picture.
- Engineering, however, is different. Because it is more creative (it actually creates complex things), it demands more attention to teamwork. If the finished parts are going to work together, they must be developed by groups that share a common picture of what each part must accomplish. Engineers in different disciplines are forced to communicate; the challenge of management and team-building is to make that communication happen.
- —K. Eric Drexler, U.S. researcher, lecturer

**EA gives different groups a common picture of the overall mission and how each piece of work fits into it.**

## A Tour of the Diggings; What’s Going On

**DEAR (DOI Enterprise Architecture Repository)**
- One data store for Interior and its bureaus
- About 800 systems so far
- Follows structure of FEA reference models
- Solves problem of many disconnected stores of related data across the Interior
- Data comes in from many places in many forms, but analysts can get to it all with one query

## A Tour of the Diggings; What’s Going On

- There has been a lot of talk lately about the burdens of the Presidency. Decisions that the President has to make often affect the lives of tens of millions of people around the world, but that does not mean that they should take longer to make.
- —Harry S. Truman

**EA decreases the need for data calls; it gives decision-makers usable information at the time of the decision.**

## A Tour of the Diggings; What’s Going On

**Modeling**
- Bunch of boxes and arrows portraying the architecture
- Visual description of how work is done
- Points out the complications in a process
- Tool for showing flow of events and duplications or inefficiencies
- Reveals roles and responsibilities

## A Tour of the Diggings; What’s Going On

**Bureau efforts**
- MMS, BLM, and USGS are well underway with EA work
- Interior EA work will help standardize bureau efforts
- Complements, rather than replaces, bureau EA
- Reduces total cost of EA: methods get paid for once at Interior level, then used by all bureaus
- Interior EA will follow federal guidance, bureau EAs will follow Interior
- Interior EA will use best practices, lessons learned, and data from bureau EA efforts
- Scope of bureau work will be clearer

- Interior EA will be mapped to specific structure of each bureau
- That information gets mapped to the structure the Interior needs for managing resources
- Interior information gets mapped into what the OMB needs

## A Tour of the Diggings; What’s Going On

- [Urging the national government] to eradicate local prejudices and mistaken rivalships to consolidate the affairs of the states into one harmonious interest.
- —James Madison (1751–1836), U.S. president

**EA unites business across bureaus, across departments, and across the federal government.**

## A Tour of the Diggings; What’s Going On

**Federal Enterprise Architecture (FEA) Models **
- Interior EA follows federal guidance and uses FEA models
- Templates for all federal government EA
- Creates one vocabulary for federal EA
- Easy to share data, concepts, products, information
- Five models, to describe different levels:
- Performance Reference Model (PRM)
- Business Reference Model (BRM)
- Service Component Reference Model (SRM)
- Technical Reference Model (TRM)
- Data Reference Model (DRM)
- More details at _[http://www.feapmo.gov](http://www.feapmo.gov/)__ _

## A Tour of the Diggings; What’s Going On

- ... [EA should] be treated as a funding priority and [needs to] overcome the embedded cultural resistance to the non-parochial, entitywide approach that enterprise architectures promote.
- —GAO Report to Congressional Committees, February 2002
**EA helps agencies share data and technology with other agencies, and it helps the federal government understand and approve of where its money goes.**

## A Tour of the Diggings; What’s Going On

- EA in government and industry
- DOD is a leader in EA; may be the only government agency more complex than Interior
- Complexity comes from different parts of an organization doing the same business
- _[http://](http://www.defenselink.mil/comptroller/bmmp/pages/arch_home.html)__[www.defenselink.mil/comptroller/bmmp/pages/arch_home.html](http://www.defenselink.mil/comptroller/bmmp/pages/arch_home.html)_
- Several state governments have websites about their EA efforts
- Kentucky EA _[http://](http://enterpriseit.ky.gov/)__[enterpriseit.ky.gov](http://enterpriseit.ky.gov/)__[/](http://enterpriseit.ky.gov/)_
- Virginia EA http://www.cots.state.va.us/EA/eaabout.htm
- Industry and universities are also involved
- Stanford University EA http://www.stanford.edu/group/APS/arch/
- University of Iowa enterprise security architecture http://www.its.uiowa.edu/cio/itsecurity/resources/esa.htm

## Conclusion

- Course Topic 4
- Summary and references.

## Conclusion

- EA is needed
- To get good business cases through faster
- To do more with less
- To make use of our collected data
- EA is valuable
- Gives a return on investment
- Highlights inefficiency, recommends ways to be more efficient
- Saves money: looks at the big picture as well as immediate savings
- Recommends investing in what’s needed, not what’s flashy
- EA is required
- For OMB funding
- To work with other departments

## For More Information: Contacts and References

- Colleen Coggins—Interior Chief Architect, (202)208-5911, Colleen_Coggins@ios.doi.gov
- Jim Johnson—Interior Business Architecture (IBA) Contract Team Lead, (202)452-7733, James_Johnson@blm.gov
- Jim Barrett—IBA Contract Technical Lead, (303)236-5353, James_Barrett@blm.gov
- More EA information:
- A Practical Guide to Federal Enterprise Architecture http://www.gao.gov/special.pubs/eaguide.pdf
- The Federal Enterprise Architecture PMO Action Plan http://www.estrategy.gov/presentations/fea-pmo_slides/index.htm
- E-government strategy http://estrategy.gov/
- GAO Report to Congressional Committees, February 2002 http://www.gao.gov/new.items/d026.pdf

## EA Glossary

***A-130*** Circular A-130, Management of Federal Information Resources.  See http://www.whitehouse.gov/omb/circulars/a130/a130.html
***ABC*** Activity-Based Cost management; a system of breaking tasks into work activities to show how money is spent
***Activity model*** Data model of an activity*** ***
***Affinity reports*** Reports showing where similar systems are; used for consolidating systems*** ***
***Artifact*** Piece of architecture information discovered through data collection
***Attribute*** A quality of an entity; a piece of an entity’s description
***BPR ***Business Process Re-engineering; Examining a business process in-depth to find ways to improve the process
***BRM*** Business Reference Model; FEA model showing business functions in a hierarchical model
***C&A*** certification and accreditation

***Component*** A self-contained, re-usable object, in programming or architecture
***CRUD*** Create/Read/Update/Delete; basic functions of a database
***Data definition*** The form in which a piece of data is stored and used.  For instance, the data entity “name” may be defined as a last name, a first name, and a middle initial
***Data model*** Picture of relationships between data entities and attributes*** ***
***Deployment Architecture*** Picture of where data/hardware/software is located
***DRM*** Data Reference Model; FEA Model of the data standards and models used by the services
***Encyclopedia*** The data repository underlying DEAR; holds all the model’s components (artifacts, domains)
***Entity*** An object described in a data model
***FEA ***Federal Enterprise Architecture; federal standards and templates for enterprise architecture.  See http://www.feapmo.gov
***ICOM*** Inputs, Controls, Outputs, and Mechanisms; parts of an IDEF0 diagram

## EA Glossary

***IDEF0*** A type of diagram used in activity modeling; shows the inputs, outputs, controls, and mechanisms
***IDEF3*** A type of diagram used in activity modeling; shows sequence and causes*** ***
***Investment Architecture*** Structure of investment information
***IPT*** Integrated Product Team – brings process, data, applications, and technology skills together
***Matrix*** A table showing relationships between each item on the horizontal and vertical axis
***Metadata*** Data about data; for instance, keywords, or other data used to categorize data
***Metamodel*** Database schema for DEAR data elements; map of DEAR; model of how models will be built
***Modernization blueprint ***A plan for improving the enterprise architecture*** ***
***OO programming*** Object-Oriented programming; code that defines or uses objects and their descriptions

***PRM*** Performance Reference Model; FEA model showing strategy/goals/objectives that drive the architecture
***Repository*** A storage place for data; could be a database or could be much more
***Service component*** A capability; an independent piece of a business function.  Service components are related to data and technology, which are used by the service component
***SRM*** Service component Reference Model; FEA model showing service components, or capabilities
***Subfunction*** A piece of a business function; similar level as ABC work activities
***System Architecture*** Structure of systems and their building blocks
***TRM*** Technical Reference Model; FEA model of the technology that performs the services, and standards*** ***

## Document Abstract

| Doc Status | Rev. Date | Author/Editor | Description of edit | Filename/lineage |
| --- | --- | --- | --- | --- |
| WIP | 11/07/03 | Karen Tallentire | Made Colleen’s changes from draft | S:\Dear\IBA\WIP\Communications\Architecture Curriculum finals (sent to Colleen)\Architecture 100 |
|  |  |  |  |  |

| Key Words: | Architecture, curriculum, EA 100 | FEAF Area:
Subject Function Code: | M
1230 | Contract #:  NBD020221
Task Number:  8 |
| --- | --- | --- | --- | --- |
| Part of the Architecture Curriculum for the Communications task |  |  |  |  |

**Revision History**