Federal Enterprise Architecture (FEA):

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• Federal Enterprise Architecture (FEA)
• Opportunity for Better Automation
• Opportunity for Better Ways of Doing Business
• Presentation to the MD CFUG

June 10, 2003
Dorothy Firsching Ursa Major Consulting,
LLC Dorothy_at_Firsching.com [phone]
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Agenda

• Why We need a Federal Enterprise Architecture
• The Presidents Agenda and Vision
• The Federal Enterprise Architecture (FEA) and its
  Components
• Our Current Project, the Enterprise Architecture
  for the JWOD Program
• Where the FEA is taking us Future Potential

Note the FEA part of the presentation draws from
numerous FEA briefings over the past several
months, mostly by Bob Haycock, FEA Program
Manager, OMB
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Architecture Stories User Requirements Are
Not Enough, or Why We Need a Federal Enterprise
Architecture

• Unnamed Govt. Agencies
• Our department is different
• Our department has the correct data
• Our people already know this database
• Buy the equipment and software quickly with End
  of FY , well use them anyway
• What do you mean, Access wont scale?
• We can get Perl scripts for free
• Why is the system so slow?
• Who designed this, anyway?

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Results

• Working systems that meet specific requirements,
  but are not optimal for the overall organization
• Clumsy systems for the ultimate user
• Automating the Wrong Thing
• Re-inventing the Wheel
• Stovepipes
• Personal Systems, Spreadsheets
• Duplicated, inconsistent data
• Litigation
• But the Developers met the stated User
  Requirements at the time!

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Extensive duplication, overlap and gaps in
critical Government functions

• ?50 agencies implement Federal drug control
  strategies
• ?29 agencies administer 541 clean air, water,
  and waste programs
• ?23 agencies administer 200 programs that provide
  assistance to countries formerly part of the
  Soviet Union
• ?13 agencies administer 342 Federal economic
• development-related programs
• ?12 agencies administer more than 35 food safety
  laws

Urgent Business for America Revitalizing the
Federal Government for the 21st Century. The
Report of the National Commission on the Public
Service, January 2003.
Page 5
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Extensive duplication, overlap and gaps in
critical Government functions (continued)

• ?11 agencies administer 90 early childhood
  programs
• ?9 agencies administer 86 teacher training
• programs
• ?9 agencies administer 27 teen pregnancy programs
• ?8 agencies administer 50 different programs
  to
• aid the homeless
• ?7 agencies administer 40 different job training
• programs

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This is not a technical problem! (or is it?)

• Systems are specified without an
  enterprise-level understanding of the
• How they support the Mission Objectives
• Business processes (e.g., supply chain)
• Existing technical architecture
• New technology initiatives
• In the Federal Government, there is no good way
  today to gain cross-agency, cross-organization
  insight.
• and the supply chain today goes BEYOND the
  Federal Government
• Post-911 coordination between Office of Homeland
  Security, other Federal agencies, State, and
  Local law enforcement, Fire departments, etc.

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The Presidents Management Agenda

• Strategic Management of Human Capital
• Restructure agencies to be citizen-centered
• Adopt IT to capture employees knowledge and
  skills
• Competitive Sourcing
• Improved Financial Performance
• Expanded Electronic Government
• Simplify and unify around citizen needs
• Support projects that offer performance gains
  across agency boundaries
• Maximize interoperability and minimize redundancy
• Budget and Performance Integration
• Use performance information to make budget
  decisions
• Link performance and cost in a performance budget

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E-Government Unification and simplification
around citizen needs

• For individuals
• Easy to find, one-stop shops for citizens
  creating single points of easy entry to access
  high-quality governmental services
• For businesses
• Reduce the burden on businesses through the use
  of Internet protocols, simplifying interactions,
  and consolidating redundant reporting
  requirements
• For government agencies
• Make it easier for states and localities to meet
  reporting requirements, while enabling better
  performance measurement and results (e.g.,
  grants)
• Internal efficiency and effectiveness
• Reduce costs for Federal Government
  administration by using best practices in areas
  such as supply chain management, financial
  management, and knowledge management

Page 9
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The Vision

• Order of magnitude improvement in the federal
  governments value to the citizen with decisions
  in minutes or hours, not weeks or months

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How?

• Unify Infrastructure
• Unify access to data stores
• Collect the data once (requires agreement on data
  definitions)
• Integrate customer interface
• Monitor and measure (define success and measure)
• Simplify Processes
• Define and build integrated delivery channels
• The Teeth
• If you dont play, you dont get funded
• The FEA is a framework for making IT investment
  decisions for FY 2005 Budget (Form 300s)

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The Federal Enterprise Architecture
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The Federal Enterprise Architecture (FEA) is

• A Business-Focused Framework for Cross-Agency,
  Government-wide Improvement
• A new way of describing, analyzing, and improving
  the Federal Government and its ability to serve
  the citizen

The FEA will provide the ability, for the first
time, to look across the Federal Government and
identify opportunities to collaborate,
consolidate, and leverage IT investments
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The FEA is a set of inter-related reference
models to facilitate collaboration and
information sharing
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The FEA Business Reference Model (BRM) is a
framework for describing the Lines of Business
performed by the Federal Government independent
of the Agencies that perform them
Internet/ Portal
Citizen to Government Access Channels
Services for Citizens
Services to Citizens
Program Admin
Compliance
Program Admin
Compliance
Public Asset Management
Public Asset Management
Regulated Activity Approval
Regulated Activity Approval
Marketable Asset Management
Marketable Asset Management
Consumer Safety
Consumer Safety
Defense Natl Security Ops
Defense Natl Security Ops
Environmental Management
Environmental Management
Diplomacy Foreign Relations
Diplomacy Foreign Relations
Law Enforcement
Law Enforcement
Disaster Management
Disaster Management
Legal
Legal
Domestic Economy
Domestic Economy
Revenue Collection
Revenue Collection
Education
Education
Trade (Import/Export)
Trade (Import/Export)
Energy Management
Energy Management
Transportation
Transportation
Insurance
Insurance
Workforce Management
Workforce Management
Public Health
Public Health
Recreation National Resources
Recreation National Resources
Government Employee to Employee Access Channels
Social Services
Social Services
RD Science
RD Science

• Telephone
• Voice
• Interactive

Web Services
E-system to System
Public/Private Partnerships
Face to Face
Intranet/ Portal
Fax
Mail
Support Delivery of Services
Legislative Management Business Management of
Information IT Management, Regulator
Management Planning and Resource Allocation
Controls and Oversight Public Affairs Internal
Risk Management and Mitigation Federal Financial
Assistance
Internal Operations / Infrastructure
Inter-Agency
Human Resources, Financial Management Admin
Supply Chain Management
Human Resources, Financial Management Admin
Supply Chain Management
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Business Reference Model (BRM) Status

• Version 1.0 published in July 2002
• Used in the FY 2004 budget process
• Analysis of agencies FY 2004 budget submissions
  revealed multi-billion dollar consolidation
  opportunities across the Federal Government
• Financial Management
• Human Resources
• Data and Statistics Development
• Monetary Benefits
• Criminal Investigations
• Public Health Monitoring
• Need for Enterprise licensing
• Version 2.0 is in Final Agency Review

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The Performance Reference Model (PRM) will help
agencies identify the performance improvement
opportunities that will drive Government
transformation

Customer
Customer
OUTCOMES Mission-critical results measured from
a business, program, or customer perspective
Results
Results
Business
Business

• Customer Satisfaction
• Service Coverage
• Timeliness Responsiveness
• Service Quality
• Service Accessibility

Customer
Results
Results
Satisfaction

• Mission Achievement
• Outcomes
• Financial

Mission Achievement

Service Coverage
/ Outcomes

Timeliness

Financial
Responsiveness

Service Quality

Service Accessibility
OUTPUTS Measurement of day-to-day activities
agencies conduct, as driven by desired business
and customer results

Processes and Activities
Processes and Activities

• Financial
• Productivity Efficiency
• Cycle and Resource Time

• Quality
• Security Privacy
• Mgmt. Innovation

Financial

Productivity and Efficiency

Cycle and Resource Time
INPUTS People, technology, and other assets,
measured by their contribution
Technology
Technology
Other Fixed
Other Fixed

• Financial
• Quality Efficiency
• Information Data
• Security Privacy
• Reliability Availability
• User Satisfaction
• IT Management

People
People
Assets

Financial
Assets

• Employee Satisfaction
• Recruitment Retention
• Employee Development
• Employee Ratios

Technology

Quality Efficiency

Employee Satisfaction

• Financial
• Quality, Maintenance Efficiency
• Security Safety Utilization

Technology

Financial
Quality of Worklife

Information Data

Quality, Maintenance,

Recruitment Retention

Security Privacy
Efficiency

Employee Development

Reliability Availability

Security Safety

Employee Ratios

User Satisfaction

Utilization

IT Management
Value
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The Service Component Reference Model (SRM)
classifies capabilities (or service components)
Performance Reference Model ( PRM ) Outcomes and
Measures
Business Reference Model ( BRM )
Service Component Reference Model ( SRM )
Technical Reference Model ( TRM )
Support Delivery of Services
Rule Publication
Technologies
Platforms J2EE .NET Windows NT
Knowledge Mgmt CRM Content Mgmt Collaboration Sear
ch Portal Personalization
Regulatory Management
Policy and Guidance Devel. Public Comment
Tracking Regulatory Development Rule Publication
Data Mgmt ODBC JDBC Business Logic
Business lines and functions
Supporting technology and standards
Enabling capabilities, components, and services
Data and Information Reference Model
(DRM) Classification, Categorization, XML, Sharing
Component-Based Architecture
Service Layers
Service Types
Service Components
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Examples of Service Components of a Business
Function (Technology and Agency Independent)
Business Function Regulatory Management
Customer Relationship Management
Personalization / Subscriptions
BRM
Search Engine
SRM (Service Components)
Content Management
Access Control, User Management
Document Library
A Service Component is a functional capability
which assists the business in accomplishing its
mission
Problem Tracking, Case Management
Payment Collection (Pay.Gov)
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The FEA Technical Reference Model (TRM) is a
component-driven, technical framework that
identifies the standards and specifications that
comprise a Service Component
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Each tier is comprised of multiple categories
that describe the technologies, standards, and
specifications that support the service component
FEA Technical Reference Model (TRM) - Snapshot
Service Access and Delivery
Service Framework
Service Platforms
Access Channels
Service Transport
Supporting Platforms
Component-Based Architecture
Web Servers
Delivery Channels
Application Servers
Security
Service Requirements
Development Environment
Presentation / Interface
Database / Storage
Business Logic
Data Interchange
Hardware / Infrastructure
Data Management
Service Interface and Interoperability
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Collectively, the TRM technical tiers provide a
robust and effective foundation to support the
reuse and delivery of service components
FEA Technical Reference Model
How to leverage and access Service Components
Service Access and Delivery
Access Channels
Delivery Channels
Service Requirements
How to build, deploy, and exchange Service
Components
Service Framework
Component Architecture
Security
Service Interface / Interoperability
Service Transport
Presentation / Interface
Business Logic
How to support and maintain Service Components
Data Interchange
Service Platforms
Data Management
Service Platforms
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As a foundation, the tiers within the FEA TRM
reside across a typical network and application
topology
Demilitarized Zone (DMZ)
Internal Network
Outside World
Leveraging or Using A Service Component
Components
Synchronous / Asynchronous
Databases
Service Platforms (J2EE, .NET)
Service Interface
Domain Firewall (ACL, IPs)
Delivery Channels
Service Transport
Access Channels
Protocol Firewall (HTTP, Port 80)
Service Requirements
Directory Services
Business Intelligence
Building a Service Component or Application
Security
Presentation / Interface
Business Logic
Data Interchange
Data Management
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The Federal Enterprise Architecture Management
System (FEAMS)Personalization (My FEAMS),
Content Aggregation
Options to Personalize Content within each dialog
box
Aggregation and roll-ups of data to support rapid
navigation
Downloadable Reports and Guidance
Visualization tools to graphically illustrate
cross-agency synergy possibilities
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The Federal Enterprise Architecture Framework
(FEAF)
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Engineering the Transition
Transitional Processes
Engineer for Agency
As-Is
To-Be
Target To-Be Architecture
Current As-Is Architecture
Perf Business Service Comp. Data/Information Techn
ology
Strategic Direction
Map to FEA (Ultimately, Re-Use)
Standards
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The FEA and Agency Frameworks

• The FEA is the Enterprise Architecture for the
  ENTIRE Federal Government (Top-Down
  Categorization)
• Federal EA Frameworks
• The Federal Enterprise Architecture Framework
  (FEAF), developed by the CIO Council
• FEAF Version 1.1, September 1999, is Current,
  Version 2 is Stalled
• Nonrestrictive Agencies Can Interpret
• The DOD Architecture Framework (DODAF), based on
  the C4ISR (Command, Control, Communications,
  Computers, Intelligence, Surveillance and
  Reconnaissance) Framework
• The Treasury Enterprise Architecture Framework
  (TEAF)
• The EA Management Maturity Framework (GAO v.1.1
  4/2003)

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The Teeth

• Agencies must develop and maintain an enterprise
  architecture
• Mandated by Clinger-Cohen Act of 1996
• Must be referenced in Budget Submissions
• By collaboration and re-use, can share costs
• FEA will help to identify areas for re-use
• FEAMS will be repository of Agency Architectures

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The FEAF Peeling the Onion based on the Zachman
Framework
Perspective Data Architecture Application Architecture Technology Architecture
Planner (Scope) List of Business Objects List of Business Processes List of Business Locations
Owner (Enterprise) Semantic Model (Model of Enterprise Objects) Business Process Model Business Logistics Model (e.g., types of facilities at locations)
Designer (Information Systems) Logical Data Model Application Architecture System Geographic Deployment Architecture
Builder (Technology) Physical Data Model Systems Design Technology Architecture
Subcontractor (Detailed Specification) Data Definition Library Programs / Supporting System Components Network Architecture
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The JWOD EA/BPR Project
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The Javits-Wagner-O-Day Program

• To create jobs for people with disabilities by
  providing goods and services to the Federal
  Government
• Implemented by an independent Federal Agency, The
  Committee For Purchase From People Who Are Blind
  or Severely Disabled
• Two Central Nonprofit Agencies
• National Industries for the Blind
• NISH, which supports people who have other severe
  disabilities
• People with disabilities working at nonprofit
  agencies around the country

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JWOD Products and Services

• Services
• Call centers, janitorial, ground maintenance,
  ship stocking, base supply centers, etc.
• Products
• Skilcraft pens and other office supplies,
  military unique products (e.g., uniforms),
  hardware, cleaning products, medical supplies
  (e.g., latex gloves), etc.
• Distribution
• Staples, Office Depot, GSA Advantage!, jwod.com,
  base supply centers, direct to Federal Agencies

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The JWOD EA/BPR Project, from Bottom up --

• Needs from an IT Perspective
• A new, Enterprise-wide IT System
• Consistent, accessible information to all
  organizations
• Needs from a Business Process Perspective
• Improved business processes, across all
  organizations
• Coordination and cooperation
• Clarified Roles and Responsibilities
• Needs from a Program Perspective
• Overall Buy-in to Strategic Objectives and
  Performance Measures

More Challenging
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EA Supports the JWOD Modernization

• New IT must support Business Processes, which
  must support Mission Objectives
• Strategic Planning
• Documenting Current Architecture
• Facilitating Development of Improved Business
  Processes, Enhancing Cooperation
• Defining Target Architecture Across Program
• Business Processes, Performance Measures,
• Service Components / Application Architecture
• Technical / Infrastructure
• Aligning to Federal Enterprise Architecture

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What makes it hard --

• No point in automating processes you dont need
  to be doing
• Need new strategic plan!
• How should program resources be managed?
• Need organization-wide alignment
• Need integration of automation across multiple
  organizations
• Including commercial organizations, nonprofits
  and government
• Entire supply chain?
• Not the whole Federal Government, TODAY

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What makes it possible --

• Senior Leadership Buy-in
• The have an EA Champion
• New Presidential Appointees
• People Want to Have Impact
• Recognition of Benefit of Program-wide
  Integration
• OMB and Presidential Guidance
• Federal Enterprise Architecture
• E-Gov Focus
• Technology Enablers
• All players want to upgrade technology
• Time to get off that client/server
• Time to break down stovepipes and make services
  available over the Web
• XML and Web Services for some transactions

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Where the FEA is Taking Us Future Potential
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Huge Future Potential for Improving Federal
Automation over the Long Haul

• As Big of an Impact As The Web
• The Web made Static / Dynamic Information
  Available to Users
• Cataloged, Architected Web Services make Data and
  Processes Available to Developers in Other
  Agencies
• More Data / Code / Service Sharing
• Cost Savings, Not Re-inventing the Wheel
• More Flexible Boundaries Federal Agencies,
  States, Local Government, Private Industry,
• Issues of Data Ownership, Data Quality, Data
  Privacy and Security
• Ownership Issues Who Maintains Services in
  Repositories if Multiple Agencies Use Them?
• Sensible IT Investment Decisions

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The point people miss!
Enterprise Architecture is NOT about building a
massive inventory of information about IT systems.
Enterprise Architecture is about ALIGNING systems
to support processes that support the MISSION
across agencies, and measuring the performance of
the organization in achieving the mission.
The TARGET Enterprise Architecture includes
reorganizing SOME systems into accessible,
reusable components.
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The Guidance is a Moving Target

• The Business Reference Model version 2.0 is
  overdue, but soon!
• The Service Component Reference Model version 1.0
  is in Draft (out for agency review)
• The Technical Reference Model version 1.0 is in
  Draft (out for agency review)
• The Data Reference Model is not out at all but is
  promised this summer
• The FEAMS is not ready yet
• The FEAF 2.0 appears to be derailed

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Challenges in Software Engineering

• Increased Focus on Business Objectives and
  Business Process
• Need to optimize process across the enterprise
• If it is to be shared it has to be generic /
  common
• Engineer for Re-Use / Sharing
• Need to Select Appropriate Level of Granularity
• Code Re-Use is Downstream, Component Re-Use
• Security, Repositories, Rules of Engagement Need
  to be Worked Out
• Engineering for Interoperability
• Standards Gaps, Cross-Platform Issues Will Still
  Need Working Out

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References

• Federal Enterprise Architecture Program
  Management Office (FEAPMO)
• http//www.feapmo.gov
• Industry Advisory Council (IAC) Enterprise
  Architecture SIG
• www.iaconline.org, http//www.ichnet.org/IAC_EA.ht
  m
• FEA Bibliography (evolving)
• www.ursamajorconsulting.com

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Questions/ Discussion