ENTERPRISE ARCHITECTURE

Empo wering Busines s So lutio ns ENTERPRISE ARCHITECTURE 1767 Business Center Drive • Reston, VA 20190 • telephone: 703.521.5200 • fax: 703.521.5201 • www.3ht.com

Table of Contents Table of Contents ........................................................................................................................................................................... 1 Enterprise Architecture Defined .................................................................................................................................................. 1 What is Enterprise Architecture? ............................................................................................................................................. 1 People .......................................................................................................................................................................................... 1 Processes ..................................................................................................................................................................................... 1 Information ................................................................................................................................................................................. 1 Tools ............................................................................................................................................................................................ 1 Initiating and Leveraging an Enterprise Architecture .............................................................................................................. 2 Core Business Initiatives ........................................................................................................................................................... 2 Operating Model........................................................................................................................................................................ 3 Engagement Models .................................................................................................................................................................. 3 Foundation for Execution ......................................................................................................................................................... 3 Executing Enterprise Architecture for Your Organization....................................................................................................... 3 Case Study: DHS Verification Information System (VIS) 90-Day Assessment...................................................................... 5 Highlights ................................................................................................................................................................................... 5 Benefits Summary ...................................................................................................................................................................... 5 Challenge .................................................................................................................................................................................... 5 3H Solution ................................................................................................................................................................................. 6 Results ......................................................................................................................................................................................... 6 Contact Name............................................................................................................................................................................. 6 About 3H Technology ................................................................................................................................................................... 7 Bibliography ................................................................................................................................................................................... 8 Books and White Papers ........................................................................................................................................................... 8 Articles ........................................................................................................................................................................................ 8 Resources .................................................................................................................................................................................... 8 Internet/World Wide Web Links ............................................................................................................................................ 8

Enterprise Architecture Defined What is Enterprise Architecture? Enterprise Architecture (EA) is a convergence of people, processes, information, and tools (technology being one of those tools). (See Exhibit 1.) EA establishes a blueprint for how an organization accomplishes its business purpose and mission. People People are key driver to any plan in order to unify the fragmentation across an organization’s processes, information, and tools.. Empowering people through the process of planning, instituting, and executing a solid EA strategy will create an environment of synergistic communication and collaboration between business lines and customers. Processes Missions and business objectives are governed by processes. Starting from the business needs defined in the core strategic goals Enterprise Architects, working closely with the different lines of business within an organization, can begin modeling the enterprises business processes. These models are owned by the lines of business and the enterprise, not IT or the enterprise architect. An architect can use the models to offer recommendations and conclusions for stream-lining across the enterprise. Additionally, the architect would be responsible for reporting common business services and processes that are usable through different business lines within an organization. Modeling business processes at an enterprise level is a significant step towards overall visibility and governance for an organization. Information Information is the building block for every decision people make through-out a given process life cycle. This element of an EA focuses on what data comprises the organization. A business-focused data analysis activity as part of a larger EA blueprint helps an organization understand the enterprise-wide business rules and usage of business data, irrespective of database design or implementation methods. This component of an EA could have an enormous impact on an organization by creating reusable data commodities rather than re-creating the same or similar entities in stand-alone environments over and over. Tools Tools are the enablers for the people that need to use them, the processes chosen for automation, and the information being leveraged as decision-making foundations. Using an EA blueprint that includes input from the necessary people to outline both the business processes and the core business data elements will lead to a better mapping between the business model to the IT model. Mapping a business model to an IT model should maximize existing assets and tools. This mapping is often referred to as the Technical Reference Model (TRM). A good TRM will define the best practices and blueprints for implementation of IT service layers that may include; Presentation, Orchestra- 3H Technology Enterprise Architecture 1

tion, Data, and Infrastructure. The EA blueprint will provide a model for implementation using the relevant IT business assets, re-usable infrastructure, and relevant products in the context of an organization and its overall alignment with its strategy and governance. Initiating and Leveraging an Enterprise Architecture Aligning an IT activity to the organization’s EA is part of an overall governance strategy and leverages a foundation for execution, which ensures that both Business Lines and IT effectively produce on their plans. Using a strategic enterprise model an organization can quickly align core business initiatives with key IT services and infrastructure using a cohesive operation model through strategic governance models (Exhibit 2). The enterprise strategic model enables the enterprise to prioritize new initiatives with greater agility and paves the way for innovative solutions to meet arising challenges. Operating environments where multiple initiatives are competing for funds and priority in execution reap the highest rewards in implementing such a model. A strategic enterprise model has 4 key synergetic nodes: Core Business Initiatives, Operating Model, Engagement Models, and a Foundation for Execution to foster communication and collaboration within an enterprise. Core Business Initiatives Outlining an organization’s core business initiatives is an exercise that should be revisited many times. It will ensure that the organization’s road map and strategic vision are in alignment with its core mission. 3H Technology Enterprise Architecture 2

Operating Model The operating model, which includes the Enterprise Architecture, will define necessary levels of integration and interoperability within the organization. Additionally, it will define the interaction points with external organizations and customers that are critical to enabling the core business initiatives. The operating model, through the Enterprise Architecture, becomes the enterprise blueprint for meeting business requirements. Engagement Models Engagement models become the foundation for governance within the enterprise. These models such as; Business Process Models, Concept of Operations, Standard Operating Procedures, Service Level Agreements, etc.; enable har- monization between getting the mission completed and implementing policies, laws, and regulations that may be levied upon the organization. These models often foster the development of a shared vision by providing an enterprise governance framework and necessary organizational structure to implement the core business initiatives suc- cessfully. Foundation for Execution Information Technology provides the building blocks needed to realize the other 3 key synergetic nodes for a strategic enterprise model. It is the foundation to that will enable: Integration, Interoperability, Modularity and Scalability, provide a guide to IT decision makers, and lower costs of IT through reusable services. This foundation for execution sets the IT direction for each component of the technology infrastructure and specific standards and policies necessary to enable the enterprise to meet every objective outlined within the core business initiatives. Executing Enterprise Architecture for Your Organization Using the Enterprise Strategic Model and an established Enterprise Architecture a program sponsor can better pre- sent the business case for new programs or enhancements to old programs. These models in place will help program sponsors in organizations to map enterprise objectives to requirements. With a better understanding of the enterprise the program sponsor and their team can outline reusable processes, information, and assets to minimize the impact of introducing new programs or major enhancements to existing programs. These models can ensure the program sponsor’s team can address both business objectives and technical implications accurately minimizing the overall cost, risk, and time of implementation. 3H brings to organizations like GSA, a high level Enterprise Architecture approach that will best serve the organization by aligning its IT investments with its strategic initiatives. With our years of experience in working with the various regions as well as the Central Office we have a unique insight into the regional as well as the enterprise IT needs. GSA PBS, not unlike, any organization of similar size and importance, has struggled to ensure IT investments do not overlap, operate within diminishing budgets, align with agency objectives, employ approved technologies, are agile enough to respond to quick regional stakeholder needs, and leverage industry standard technologies. 3H un- derstands the dichotomy between strict governance and agility in responding to regional specific needs. We can assist GSA by employing Enterprise Architecture best practices in alignment with the Federal Enterprise Architecture Framework (FEAF) that will streamline the process from project inception through evaluation, to implementation. Our architects and business analysts will advise regional business users on how to leverage existing IT investments, architect solutions while observing the planned Service Oriented initiative at GSA, avoid application and data re- dundancy, maximize budgets, and select best-of-breed solutions. Understanding regional needs and addressing 3H Technology Enterprise Architecture 3

them in the larger scheme of an enterprise strategy requires the business process exposure, agency experience, technical proficiency, and enterprise architecture acumen that 3H can put at GSA’s disposal. 3H Technology Enterprise Architecture 4

Case Study: DHS Verification Information System (VIS) 90-Day Assessment Client: The United States Citizenship and Immigration Service (USCIS) within the Department of Homeland Security (DHS) Case Study: DHS Verification Information System (VIS) 90-Day Assessment Highlights 3H provided the United States Citizenship and Immigration Service (USCIS) an assessment highly visible and used Verification Information System (VIS). VIS has three distinct parts, the Customer Processing System (CPS), the Status Verification System (SVS), and Employment Eligibility Verification (eVerify, formerly EEV). The 3H team delivered the following artifacts within a 90 day timeframe: • Production Baseline Report • Functional Requirements Analysis • To-Be Architecture Plan • Transition Plan from Current State to Future State • Summary Report of Findings in a Final Presentation These artifacts will help USCIS better align the VIS program into the great DHS Enterprise Architecture and overall strategic enterprise model. Benefits Summary Within 90-days the USCIS had a significantly better understanding of their current state architecture. The docu- mentation; as well as, interview transcripts and meeting minutes helped to generate a production baseline report. Additionally, the functional requirements analysis revealed how well the VIS program was meeting the outlined USCIS core business initiatives. Using the knowledge of the current state environment 3H was able to deliver a target state and roadmap for enhancing the VIS program for its customers and stake-holders. Additionally, the target state better defines alignment of the program closer to the USCIS core business initiatives and DHS Enter- prise Architecture models. Challenge 3H had the project objective to conduct an analysis of the current architecture that supported the Employment Eligi- bility Verification (eVerify, formerly EEV) and the Systematic Alien Verification for Entitlements (SAVE) Programs. This included introducing the REAL ID Act of 2005 into the overall strategic enterprise model as a core business initiative. The team was challenged to document the current state environment and propose both a target state environment as well as a roadmap for future initiatives within a 90-day timeframe. 3H Technology Enterprise Architecture 5

3H Solution The 3H team focused the 90-day effort on an assessment of the current production baseline and an thorough evaluation of the functional requirements for the organization. The 3H team used best practiced methods to produce a se- ries of reports and proposed recommendations for further aligning the VIS program to the USCIS and DHS enterprise architecture. The 3H team reviewed over 500 documents, interviewed stake-holders and subject-matter experts, attended numerous software demonstrations, attended meetings with the Business and System Owners, and docu- mented the costs associated with the product baseline operations and maintenance. Our findings concluded that the current VIS architecture: • Did not align with the USCIS Enterprise Architecture or Strategic Enterprise Model, • There are multiple types of legacy access methods, • The current state business processes overlap and require many routine manual tasks that could be auto- mated for better reliability and efficiency, • The current state relies on many ad-hoc integration silos that are costly and difficult to maintain. Using the data from our findings we mapped the functional requirements to USCIS core business initiatives and proposed a technology agnostic target state architecture that promotes alignment to the USCIS strategic enterprise model and the DHS Enterprise Architecture. Our proposed architecture included: • Align the VIS program to meet current and anticipated Core Business Initiatives, • Deliver a more Service Oriented Approach through the implementation of loosely coupled verification services based on the process, data, and systems within the current state architecture, • Align the VIS program architecture with the Federal Enterprise Architecture Framework (FEAF) and the DHS EA reference models. Results The USCIS used the 3H assessment as a baseline to generate their EAGLE Request for Proposal (RFP) dated June 23, 2007. The RFP included many of the 3H generated artifacts as attachments. The USCIS’s goal is to leverage the assessment artifacts produced by the 3H team to transition and enhance the VIS Program architecture while fully aligning it with the USCIS and DHS Enterprise Architecture. Contact Name Jean Claude Chidiac, Vice President Systems Engineering 3H Technology 1767 Business Center Drive | Reston, VA 20190 | (703) 521 - 5200 3H Technology Enterprise Architecture 6

About 3H Technology 3H Technology puts at your disposal an integrated team that includes Enterprise Architects, Solutions Architects, Business Process Engineers, Business Analysts, and Subject Matter Experts that will help you leverage your existing resources to design and implement a solid EA that best fits your strategic objectives. 3H has a proven track record for helping an agency or organization in establishing these enterprise blueprints to: • Better manage strategic plans, • Enhance the information technology acquisition practices, • Justify information technology expenditures, • Measure information technology performance, • Report results to stake-holders and constituents, • Integrate new technologies, and; • Manage information resources for the entire enterprise. 3H will work closely with our customers to make sure the development of their Enterprise Architecture reflects their strategic business models. Using the eGov initiatives, the Federal Enterprise Architecture Framework (FEAF) of the Department of Defense Architecture Framework (DoDAF), as guidelines the 3H team can assist in aligning business processes, delivery of enhancements, and technology refresh are in direct support of the customer’s core business initiatives. 3H will assist and support our customers in setting up a strategic enterprise model to enable the evolution of the organization’s enterprise assets to ensure that decisions regarding vision, change, and funding are managed and controlled. The 3H approach will allow for the definition of the following artifacts: • The current and future business processes, • Information requirements, • Services and technology infrastructure needed to support the mission; • Goals and functions of the Core Business Initiatives. To ensure consistent, repeatable, and predictable outcomes the Enterprise Architecture approach is an evolutionary life-cycle strategy. This will allow the architecture to evolve and be refined using a proven methodology that will be exploited through the use of best practices, toolkits, user guides, and CONOPs over a period of time. This will enable our customers to carefully manage their overall EA alignment, integration, and evolution. 3H Technology Enterprise Architecture 7

Bibliography Internet/World Wide Web Links Books and White Papers Federal Chief Information Officer Council | Ross, Jeanne W. | Weill, Peter |Robertson, David C., www.cio.gov “Enterprise Architecture As Strategy” Boston, MA.: Harvard Business School Press, 2006. Enterprise-wide Information Technology Architectures (EWITA) | www.ewita.com CIO Council, A Practical Guide to Federal Enterprise Ar- chitecture CIO Council, 2001. General Services Administration, Office of Information Technology | www.itpolicy.gsa.gov Federal Chief Information Officer (CIO) Council, Fed- eral Enterprise Architecture Framework (FEAF). Version The Open Group Architecture Framework (TOGAF) | 1.1, September 1999. www.opengroup.org/togaf/ Sales, Allen, Development of Federal Enterprise Architec- Zachman Institute for Framework Advancement | ture Framework using the IBM Rational Unified Process and www.zifa.com the Unified Modeling Language. 2003. Articles Bechara, Gabriel An Introduction to Enterprise Architec- ture BEA.com: BEA, March 2007. Prince, C.J. Here’s the Plan Entrepreneur.com: Entrepre- neur.com, August 2007. Daniel, Diann. The Rising Importance of the Enterprise Architect CIO.com: CIO.com, March 2007. Multiple Authors. SOA - Service Oriented Architecture IBM.com: IBM, 2006/2007. Resources Clinger-Cohen Act of 1996 (formerly, Information Technology Management Reform Act [ITMRA]), Pub- lic Law 104-106. 10 Feb 1996. Government Paperwork Elimination Act (GPEA) of 1998. Public Law 105-277, Title XVII. 21 Oct 1998. Zachman, J. A. The Framework for Enterprise Archi- tecture: Background, Description and Utility. 1996. 3H Technology Enterprise Architecture 8

ENTERPRISE ARCHITECTURE

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