An Enterprise Services Architecture

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An Enterprise Services Architecture Approach for
Aligning Business and IT
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Why is ESA Relevant to Public Health?
Overview
Issues such as data integration can be addressed

as an enterprise need.
3
Why is ESA Relevant to Public Health?
Overview
Other DHR-wide business needs that require an
enterprise approach

• Data integration (sharing)
• Case management (with
• alerting capability)
• Decision Support
• Reporting (from integrated
• data)
• Intelligent Messaging

These needs (and others) are not just project or
program specifica mapping of the business
architecture will allow these needs to be viewed
like e-mail a central function that is important
for all of DHR to work effectively and with the
greatest return on investment for IT.
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Technology

• Vision Integration which allows the portal to
  serve as a utility
• Individual programs and stakeholders connect to
  deliver intention-based integrated services
• across the domains.
• The technology domain of the portal provides
  core technological utilities service oriented
• architecture, asset management, and security.

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Domain Technology
Interface Interactions
The infrastructure can be designed to work
according to the basic patterns of interaction
from the interface. Major business advantage
savings in hardware, middleware, maintenance,
human services, and overall development costs.
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Domain Technology
Dynamic Service Discovery is a great
advantage of a Service Oriented Architecture
(SOA). Legacy and other IT systems are
integrated within a common framework They can
be accessed through peer-to-peer and other XML
contracts interfaces. This aspect of integration
allows the advantages of service integration
without upfront replacement of current systems.
Connection to Portal
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Business Process- Driven
Enterprise Services of Enterprise Systems
business Integrating and Exposing
existing Enterprise Systems Existing IT
Hardware/Software Topology
Domain Technology
Portal
Government-to-Employee G2E
Government-to-Government G2G
Government-to-Customer G2C
Universal Access Framework
HTML,XHTML,WML,XML
Vital Events
Enterprise Service Architecture
Alert Management
Intake
Case Management
Surveillance
Vital Records
NSTS
Eligibility
Medicaid
WIC
Incident Management
Disease Management
SENDSS
Immunization Registry
Clinical Management
XML
XML
XML
XML
XML
Utility Framework
Mainframe
Data
Data
Mainframe
Data
Servers
Servers
Servers
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Why is ESA Relevant to Public Health
Domain Enterprise Service Architecture

• Cost savings for utilizing utility-based
• component infrastructure
• Eliminates silo business processes to create
• integrated business processes that can be
• leveraged as reusable services
• Provides a framework for delivering integrated
• services
• Enhances efficient data sharing between all
• services

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9
Strategies for Business Architecture The
Foundation for an Effective IT Enterprise
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Overview
Form follows function.
Buildings, roads, airports, bus terminals,
shopping venues, hospitals, private homesare
all configured to support those activities that
occur within them.
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Strategies for IT Alignment Business Architecture
Overview
What is a business architecture?
The business architecture is a formal
documentation of the lines of business, their
support functions and their relationship to each
other. After the architecture has been
documented, it is systematically analyzed to
examine the functions (services) required by
business and to align the enterprise technology
with those functions.
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Summary Importance of an Enterprise Business
Architecture Initiative
Why develop a business architecture?
Service demands, budget pressures, and the pace
of technological change have largely negated the
benefits of solving each service need on an
isolated project-by-project basis. The same
business needs (case management, data
integration, reporting, mobility) continue to
recur. DHR must become a model-driven
development organization. Appropriate business
service models are outcomes of a formal effort to
map DHRs Business Architecture.
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Strategies for Improvement Business Architecture
Background
The business architecture supports a systematic
way to examine the functions (services) required
by business and to align the enterprise
technology with those functions.
Background The Federal Enterprise Architecture
Program Management Office (FEAPMO) has been
examining the necessary alignments for the past
few years. They have generated a number of
documents that define various aspects of
business, services, technology, and
architecture. One key document is the Business
Reference Model. This document has received a
number of open reviews and is a dynamic work. It
represents a common way of talking about the
functions that government performs so that
technologists can fully align the needed
technology, budget analysts can approach budget
needs from a common perspective, and data can be
established in a common standard that can be
electronically shared in appropriate
circumstances.
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Strategies for Improvement Business Architecture
Background
Overview of Federal Enterprise Architecture
This presentation depicts a framework and
discusses some associated templates that can be
used in facilitated sessions to build
the Business Reference Model Section of
DHRs Enterprise Architecture.
By using the templates that are aligned to the
Federal Business Reference Model, the other
federal reference models can be employed to fully
align the DHR enterprise and greatly assist the
business in effectively and efficiently
delivering citizen services.
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Building and Aligning DHR Business and Technical
Architecture Major Roles/Task Areas
How
The output of the Business Architecture
Development segment is the DHR Business
Architecture. The Business Architecture is a
major input for OIT/CTO to ensure the Technical
Alignment of the Enterprise.
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Building the DHR Business Architecture
Strategies for Engaging the Business Units
How
Overview

• The DHR Business Architecture is the key input in
  aligning DHRs business lines and supporting
  technologies to the Federal Enterprise
  Architecture.
• The Business Architecture cannot be accurately
  depicted without full input and insight from the
  business.
• A phased approach which includes a preparation
  phase, a business interview phase and an analysis
  phase will be effective in engaging the business
  units while helping them to fully understand the
  context and importance of the Business
  Architecture.

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Building the DHR Business Architecture
Strategies for Engaging the Business Units
How
Preparatory Phase

• Executive Leadership must do a preliminary
  mapping of known applications according to the
  lines of business and services they support.
• An analysis must be done to determine how the
  business will be engaged and a rollout plan must
  be drafted. The rollout plan should be presented
  to DHR leadership.
• This phase should also include the design of the
  exact template to be used during the business
  interviews, as well as an instruction set which
  describes the lines of business and services that
  will be utilized for DHR (this can be
  extrapolated from the BRM document).
• The instructions/presentation to the business
  should include the fact that the business should
  appoint a Business Architecture committee, with a
  chairperson. The committee must have
  representation for the business aspect of each
  major service line and for the technical aspects
  of each supporting application. (Note the
  names of the technical reps are important for the
  Technical Alignment Phase. These individuals
  will not necessarily be interviewed during the
  Business Interview Phase.)

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Building the DHR Business Architecture
Strategies for Engaging the Business Units
How
Business Interview Phase

• The business template should be pre-populated and
  then the interview should be held by the PM
  Officeor according to the current procedures
  that OIT has for interfacing with the business
  units. This will allow a cohesive, unified
  methodology which does not run cross purposes
  with current departmental procedures.
• During this phase, the Executive leadership
  should determine the strategy/criteria that they
  will use for analysis and construction of the
  Business Architecture (from the information
  gleaned in the business interviews.) The
  Business Architecture Framework will be a major
  tool for this analysis.

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Building the DHR Business Architecture
Strategies for Engaging the Business Units
How
Business Analysis Phase

• The Executive Leadership should coordinate with
  OIT and with Business Units to align the
  information into the Business Architecture
  Framework.

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DHR Business Architecture Framework
How
Preparatory Phase
Government Line of Business to Citizens (G2C)
______________________
Services
Mode of Delivery
Supporting Applications
Technology
Support Functions
Resources
Policy/Planning Procedure Administration
Resource Mgt.
Mission
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Federal BRM Business Lines for Federal Government
How
Preparatory Phase
Main Lines of Business for DHR -Community
Social Services -Health -Income
Security -Disaster Management
To align with the BRM, Lines of Business for
G2C should be chosen from the items in these blue
boxes. Services are listed underneath Lines
Of Businessbased on the BRM definition, DHR
units that directly serve citizens may need
to extend the list of services.
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BRM Definitions of Business Lines and Services
How
Preparatory Phase
Community Social Services Includes all
activities aimed at creating, expanding, or
improving community and social development,
social relationships, and social services in
Georgia. This includes all activities aimed at
locality-specific or statewide social development
and general social services. This line of
business includes general community development
and social services programs, as well as earned
and unearned benefit programs that promote these
objectives.
BRM defined services under this line of business
Social Services Included in this category are
social welfare services extended to children and
adults with special needs such as the orphaned,
neglected, abandoned, disabled, etc. Such
services include family life education and
counseling, adoption, guardianship, foster family
care, rehabilitation services, etc.
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BRM Definitions of Business Lines and Services
Preparatory Phase
How
Health Involves state programs and activities to
ensure and provide for the health and well being
of the citizens of Georgia. This includes the
direct provision of health care services and
immunizations as well as the monitoring and
tracking of public health indicators for the
detection of trends and identification of
widespread illnesses/diseases. It also includes
both earned and unearned health care benefit
programs.
BRM defined services under this line of business
Illness Prevention Supports activities associated
with the prevention and mitigation of illness and
disease.
Immunization Management All activities associated
with preparation, storage, and use of
inoculations and vaccinations.
Public Health Monitoring Activities associated
with monitoring the public health and tracking
the spread of disease.
Health Care Services Programs and activities that
directly provide health and medical care to
Georgians, including earned and unearned benefit
programs.
Consumer Health and Safety Supports activities
associated with inspection, education, and
evaluation of consumer products to assess the
potential risks and dangers they may present to
the consumer (human animal) (i.e.
food, cosmetics, pharmaceuticals, and other
consumer products.)
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BRM Definitions of Business Lines and Services
How
Preparatory Phase
Income Security Includes activities designed to
ensure that Georgians are provided with the
necessary means--both financial and otherwise--to
sustain an adequate level of existence. This
includes all benefits programs, both earned and
unearned, that promote these goals for Georgians.
BRM defined services under this line of business
Food and Nutrition Assistance Involves the
development and management of programs that
provide food and nutrition assistance to those
members of the public who are unable to provide
for those needs themselves.
Housing Assistance Involves the development and
management programs that provide housing to those
who are unable to provide housing for themselves
including rental of single-family or multifamily
properties, and the management and operation of
local, state or federally supported housing
projects.
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BRM Definitions of Business Lines and Services
How
Preparatory Phase
Disaster Management Disaster Management involves
the activities required to prepare for, mitigate,
respond to, and repair the effects of all
disasters whether natural or man-made.
BRM defined services under this line of business
Disaster Preparedness and Planning Involves the
development of response programs to be used in
case of disaster as well as pre-disaster
mitigation Efforts to minimize the potential for
loss of life and property. This involves the
development of emergency management programs and
activities as well as staffing and equipping
regional response centers, and mitigation- focused
construction and preparation.
Emergency Response Involves the immediate actions
taken to respond to a disaster. These actions
include but are not limited to, providing mobile
telecommunications, operational support, power
generation, search and rescue, and medical life
saving actions.
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Completing the Framework
How
Preparatory Phase
Government Line of Business to Citizens (G2C)
______________________
Service 4
Service 1
Service 2
Service 3
Services
Mode of Delivery
Apps that support Service 1 (Use App Template)
Apps that support Service 2 (Use App Template)
Apps that support Service 3 (Use App Template)
Apps that support Service 4 (Use App Template)
Supporting Applications
Technology
OIT will develop/align Service Reference Model
(SRM), Data Reference Model (DRM), and Technical
Reference Model (TRM) for each line of business
Core e-mail, network availability, IT
maintenance, enterprise architecture strategy
Support Functions
Resources
Programs and organizational units which directly
support lines of business
Human Resource Management- Benefits, Personnel,
Resource Training Development Supply Chain
Management-Procurement of Goods or Services,
Inventory Control, Logistics Mgt. Administrative
Mgt.-Facilities, Fleet, Equipment, Helpdesk
(nontechnical), Travel, Policy Dev. Mgt,
Investigative Svc Financial Mgt.-Accounting,
Budget and finance Any service specific
management/policy functions insert
Policy/Planning Procedure Administration
Resource Mgt.
Mission
Insert organizational mission/values.
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Steps to Complete the Framework
How
Preparatory Business Interview Phase

• Business units examine the Federal BRM to compile
  a list that includes
• all of DHRs lines of business. (No new
  lines will be generatedand this
• should be no more than 6-10 lines.)
• Business units ensure that all appropriate
  government to citizen services
• are listed under the approved lines of
  business. These will fall very
• much along organization/program functions,
  so this will not be a great
• time burden.
• DHR leadership initiate facilitated sessions to
  assist business units with
• all appropriate templates to complete DHRs
  Business Architecture
• Framework.

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Completing the Framework Public Health Sample
How
Analysis Phase Sample Result
Government Line of Business to Citizens (G2C)
Health
Illness Prevention
Health Care Services
Consumer Health Safety
Immunization Management
PH Monitoring
Services
Mode of Delivery
-Physicians Alert -Women, Infant, Children
services
-Web based interface to allow entry of
environmental data (Environmental Health)
Georgia Immunization Registry (GRITS)
Vital Records, Vital Events, NSTS
Supporting Applications
Technology
OIT will develop/align Service Reference Model
(SRM), Data Reference Model (DRM), and Technical
Reference Model (TRM) for each line of business
Core e-mail, network availability, IT
maintenance, enterprise architecture strategy
Support Functions
-WIC Branch -Family Health Br. -Bioterrorism/ Emer
gency Rsp.
-Laboratory Br. -Epidemiology Br. -V. Records
Br. Family Health Br.
-Prevention Services Branch -Chronic Disease
Prv. Health Promotin. Br.
Resources
-Environmental Health and Injury Prevention Branch
-Prevention Services Branch
-Director, Deputy, CFO -Grants Development
Division -Legal Services and Policy
Division -Governmental Relations Division -PH
Districts -Advisory Boards Councils
-State Pharmacy -Office of Nursing -Office of
Health Information Policy -IT Liaison
Policy/Planning Procedure Administration
Resource Mgt.
The Division of Public Health (DPH) is
responsible for disease control and prevention,
the reduction of avoidable injury-related deaths
and disabilities, and the promotion of healthy
lifestyles. 
Mission
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Vision Business Architecture as a Tool for
Technology Alignment
Analysis Phase Strategic Goal of Business
Architecture
Example Model driven development scenario
supported by dynamic business architecture
Suppose that DFCS needs a new case management
system in the future. In a model driven
enterprise, the case management system can be
viewed as a collection of service components
aligned
behind a new interface. Thus, case management
could be built as a core case management service
component, messaging, security, data integration,
and reportingall business service components
supported by enterprise technology service
components, aligned to the enterprise
architecture. In a sense, the service components
are interoperable utility functions,
greatly increasing development efficiency and
decreasing cost of ownership.
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Challenges Adopting ESA
Challenges What is the lay of the land?

• Strategic planning adoption by organization
• Funding model changes to support Enterprise
  Initiatives
• Develop an Enterprise Architecture Program
• Establish SOA Governance model
• Select vendors that have in-depth business core
  
• competency and mature technologies

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Outcomes
Outcomes of ESA approach

• Better alignment of funding sources to Public
  Health
• program services
• Increase adaptability of business model to
  respond
• to policy and financial changes
• Better alignment of business and technology
• strategies to enhance service delivery.
• Lowered technology cost overall by leveraging
• standards and component-based infrastructure.