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Federal Enterprise Architecture Program Management Office

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  • We are focussed on building easy to find one-stop-shops for citizens-- creating single points of easy entry to access high quality government services. Businesses: We must reduce burden on businesses through use of Internet protocols. This is about being able to communicate with businesses in the language of e-business to streamline the myriad reporting requirements as well as facilitate a more efficient means for business to do business with the government. Intergovernmental: We must make it easier for states to meet reporting requirements, especially for grants, and provide the valuable information the federal government must have to measure the performance and results of national programs. Internal efficiency and effectiveness: We must automate internal processes to reduce costs for federal government administration by using best practices in areas such as supply chain management and financial management, and more effectively leverage knowledge management investments to make government employees more productive.
  • Current Approaches for Unifying Lines Of Businesses Across Agencies (e.g. STAWRS, Students.gov, Seniors.gov, disability.gov)
  • 3 processes Revise Internal Operations – Underlying processes: 1. Capture, order, fulfillment; 2. Command and control Simplify a process or Unify around a line of business Info Value Chain,
  • And Here is our proposed Business Reference Model (Allow folks to discuss the model, briefly talk through each of the Areas) The following 4 pages look at the four business areas in more detail by identifying the Sub-Functions that comprise them.
  • Transcript

    • 1. Federal Enterprise Architecture Program Management Office Presentation for Conference on: Open Standards/Open Source for National and Local E-Government Programs Robert Haycock, FEA Program Manager, OMB March 17, 2003 Accomplishments and Next Steps
    • 2. Agenda
      • Why Do We Need a Federal Enterprise Architecture?
      • Draft Business Reference Model, Version 2.0
      • Draft Performance Reference Model
      • Draft Services Component, Technical, and Data Reference Models
      • Next Steps
    • 3.
      • Strategic Management of Human Capital
        • Restructure agencies to be citizen-centered
        • Adopt IT to capture employees’ knowledge and skills
        • Acquire and develop talent and leadership
      • Competitive Sourcing
        • Simplify and improve procedures to evaluate public and private sources
        • Better publicize activities subject to competition
        • Ensure senior-level agency attention to competition
      • Improved Financial Performance
        • Baseline erroneous payments and establish goals for their reduction
        • Ensure federal financial systems produce accurate and timely information
      • 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
      The President’s Management Agenda sets forth a strategy for ensuring that the Federal Government is well-run and results-oriented Page
    • 4. Extensive evidence points to the 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
      Page * Urgent Business for America: Revitalizing the Federal Government for the 21 st Century . The Report of the National Commission on the Public Service, January 2003.
    • 5. Extensive evidence points to the 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
      Page
    • 6. E-Government is critical to the success of a citizen-centered, results-oriented Government
      • E-Government is a key enabler to achieve success in:
        • Human capital
        • Competitive sourcing
        • Financial management
        • Budget and performance integration
      Page
    • 7. Best Practices in E-Business point to two methods for citizen-centered Government
      • HOW: Unify Infrastructure
      • Aggregate information around customer
      • Unify access to data stores (bridge)
      • Collect the data once (requires agreement on data definitions)
      • Integrate customer interface
      • Integrate delivery channels (build one-stop; e.g. students.gov)
      • Monitor and measure (define success and measure)
      • HOW: Simplify Process
      • Simplification starts by defining and building and integrated delivery channels to drive unification.
      • Simplification should start with unifying access to data stores
      • For e-Gov to succeed, simplification must start by the time you collect the data
      The Vision: an order of magnitude improvement in the federal government’s value to the citizen; with decisions in minutes or hours, not weeks or months Page
    • 8. E-Government: Unification and simplification must be done around citizen needs
      • For individuals
        • Build 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. The Federal Enterprise Architecture (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 Business Reference Model (BRM)
      • Lines of Business
      • Agencies, Customers, Partners
      Service Component Reference Model (SRM)
      • Capabilities and Functionality
      • Services and Access Channels
      Technical Reference Model (TRM)
      • IT Services
      • Standards
      Data Reference Model (DRM)
      • Business-focused data standardization
      • Cross-Agency Information exchanges
      Performance Reference Model (PRM)
      • Government-wide Performance Measures & Outcomes
      • Line of Business-Specific Performance Measures & Outcomes
      Federal Enterprise Architecture (FEA) Page Business-Driven Approach Component-Based Architecture
    • 10. OMB has established a governance process to identify interagency initiatives, integrate the FEA with budget processes, and guide Government transformation Federal Enterprise Architecture Management System (FEAMS) Continual FEAMS access provided to Federal agencies, OMB, and Congress OMB releases Business Reference Model and IT / E-Gov leverage opportun-ities President’s Management Council (PMC) establishes priorities for E-Gov improvement and determines whether single agency or multi-agency effort PMC approves Cross-Agency Business Line Owners for targeted Business Lines Open season for Agencies to submit initiatives that align with E-gov targets Business Line Owners establish Analysis Teams Teams Perform Improvement Analyses Recommendations shared with Congress for funding Line of Business Owners submit Business Cases to OMB for approved E-Gov initiatives Recommendations Provided to PMC for approval New Fiscal Year 1 2 3 Page January September February
    • 11.
      • Committee Objectives:
      • Integrated OMB and CIO Council EA efforts
      • Simpler, consistent EA taxonomy and terminology
      • Facilitation of cross-agency efforts
      • The operationalization of EA efforts
      IT Workforce Committee Architecture and Infrastructure Committee
      • Subcommittee Outcomes:
      • Institutionalization of the FEA
      • Alignment of the FEA with Agency EAs
      • Integration of EA / FEA with key IT management processes
      • Vertical integration of the FEA with State and Local agency EAs
      • Subcommittee Outcomes:
      • Identification of business processes, service components and technologies for re-use
      • Reduction in IT costs and cycle times for Federal agencies through re-use
      • Rapid solution development through the re-use of components
      • Rapid integration of disparate business services
      • Development and implementation of e-Gov solutions based on Component-Based Architectures
      • Subcommittee Outcomes:
      • Improved understanding of technologies that can support implementation of the FEA
      • Faster adoption of validated capabilities for FEA adoption, based on registry creation and
      • pilot findings
      • Better understanding of FEA tradeoffs as established and emerging technologies compete
      • and converge
      • Greater FEA valuation and longer component life cycles
      OMB and the CIO Council are working together to ensure the FEA is operationalized and the governance process succeeds Governance Components Emerging Technology Page Best Practices Committee Capital Planning Committee Performance Management Committee
    • 12. Agency EA Departmental EA GP GP Federal Enterprise Architecture Reference Models The CIO Council’s Governance Subcommittee will expand the FEA to include State and Local Governments – the direct providers of Government services to citizens Includes integration with other management processes, and ensuring horizontal & vertical alignment Page Bureau EA Bureau EA Bureau EA State EA State EA State EA Local EA Local EA Local EA Local EA GP GP GP GP GP Key Governance Points: Where policies, procedures, and/or guidance could be focused GP GP
    • 13. Agenda
      • Why Do We Need a Federal Enterprise Architecture?
      • Draft Business Reference Model, Version 2.0
      • Draft Performance Reference Model
      • Draft Services Component, Technical, and Data Reference Models
      • Next Steps
    • 14. The Business Reference Model (BRM), Version 1.0 was published in July 2002 for use in the FY 2004 budget process On average 10 Cabinet Departments and agencies per Line of Business On average 21 Cabinet Departments and agencies per Line of Business All 24 Cabinet Departments and agencies per Line of Business Government to Citizen Access Channels Employee to Employee Access Channels Internal Operations / Infrastructure Human Resources, Financial Management Admin Supply Chain Management Human Resources, Financial Management Admin Supply Chain Management Inter-Agency Intra-Agency Support Delivery of Services Legislative Management Business Management of Information IT Management Planning and Resource Allocation Regulatory Management Controls and Oversight Public Affairs Internal Risk Management and Mitigation Federal Financial Assistance Web Services
      • Telephone
      • Voice
      • Interactive
      E-system to System Public/Private Partnerships Fax Face to Face Mail Program Admin Compliance Services to Citizens Public Asset Management Marketable Asset Management Defense & Nat’l Security Ops Diplomacy & Foreign Relations Disaster Management Domestic Economy Education Energy Management Insurance Public Health Recreation & National Resources Social Services R&D & Science Regulated Activity Approval Consumer Safety Environmental Management Law Enforcement Legal Revenue Collection Trade (Import/Export) Transportation Workforce Management Program Admin Compliance Services to Citizens Public Asset Management Marketable Asset Management Defense & Nat’l Security Ops Diplomacy & Foreign Relations Disaster Management Domestic Economy Education Energy Management Insurance Public Health Recreation & National Resources Social Services R&D & Science Regulated Activity Approval Consumer Safety Environmental Management Law Enforcement Legal Revenue Collection Trade (Import/Export) Transportation Workforce Management Internet/ Portal Intranet/ Portal Page
      • Telephone
      • Voice
      • Interactive
      E-system to System/ Web Services Public/ Private Partnerships Fax Kiosk Face to Face Mail
    • 15. Analysis of agencies’ FY 2004 budget submissions against the BRM, Version 1.0 revealed multi-billion dollar consolidation opportunities across the Federal Government
      • Consolidate and migrate agency investments to the 24 E-Government initiatives
      • Identify overlaps and leverage assessment on IT spending for common functions
        • Financial Management
        • Human Resources
        • Data and Statistics Development
        • Monetary Benefits
        • Criminal Investigations
        • Public Health Monitoring
      • Leverage enterprise licensing and buy at commercial benchmarks or less
      Page
    • 16. OMB has developed and issued the draft Business Reference Model, Version 2.0 for Federal agency review and comment DRAFT Business Reference Model Version 2.0 Page LEVEL 1 … the purpose of government (what are the performance goals) LEVEL 2 … the process used (how does the government accomplish these goals) LEVEL 3 … the management and support functions necessary to run the government and its programs
    • 17. Within the revised BRM, the new Mode of Delivery layer and the revised and renamed Services for Citizens layer should be thought of collectively Page Services for Citizens Mode of Delivery “ LEVEL 1” “ LEVEL 2”
      • What is the purpose of government?
      • What “outcomes” is the government hoping to achieve?
      • What mechanisms does the government use to achieve these outcomes?
      • What are the “outputs” of these processes?
      With this construct in place, all Government programs, agencies, mission-related IT systems, etc., can be “mapped” to both a Service for Citizens and a Mode of Delivery
    • 18. The Draft BRM, Version 2.0 aligns with three critical management frameworks and improvement initiatives
      • The President’s Budget and Performance Integration Initiative and the FEA Performance Reference Model
        • The revised model differentiates between the purpose of the government and mechanism / process used to deliver services to the customer
        • This distinction aligns with the Performance Reference Model’s focus on outcomes (purpose of government) and outputs (mechanism/process)
      • OMB’s Budget Function Classifications
        • These classifications provide a similar functional description of Federal activities
      • JFMIP’s New Framework for Financial Management Systems
        • Work on ensuring this alignment is ongoing, and with JFMIP’s assistance, the final version of the BRM, Version 2.0 will fully reflect the new framework
      Page
    • 19. Draft Business Reference Model, Version 2.0: the revised Services for Citizens Business Area Page
    • 20. Draft Business Reference Model, Version 2.0 : the new Mode of Delivery Business Area Page
    • 21. Draft Business Reference Model, Version 2.0: Support Delivery of Services Page *While this Line of Business is considered a support service for the management of the government, it does represent the “purpose” of the government’s central management organizations, and can therefore be thought of with the Level 1 Lines of Business to facilitate certain analyses.
    • 22. Draft Business Reference Model, Version 2.0: Management of Government Resources Page Note: BRM Version, 2.0 continues to distinguish between agency-centric and government-wide resource management.
    • 23. Agenda
      • Why Do We Need a Federal Enterprise Architecture?
      • Draft Business Reference Model, Version 2.0
      • Draft Performance Reference Model
      • Draft Services Component, Technical, and Data Reference Models
      • Next Steps
    • 24. The Draft FEA Performance Reference Model (PRM): “ At-A-Glance”
      • The PRM can be integrated into the existing federal budget process.
      • Agencies can use the PRM to select standard performance indicators—which may be new or coincide with those already in use—which can be tailored or “operationalized” to the specific environment.
      HOW WILL THE PRM BE USED?
      • Currently in draft form, beginning the internal OMB review process.
      • Once approved in OMB, a Working Draft will be released for agency comment.
      • A final PRM will be released to use during FY 2005 budget formulation.
      WHAT IS THE PRM STATUS?
      • The PRM can mutually reinforce and work together with GPRA and current PMA Budget and Performance Integration initiatives such as the PART, and Common Measures.
      • A standardized performance measurement framework designed to:
        • Enhance available performance information,
        • Better align inputs with outcomes, and
        • Identify improvement opportunities across organizational boundaries.
      WHAT IS THE PRM?
    • 25. The PRM will help agencies identify the performance improvement opportunities that will drive Government transformation Page
    • 26. The PRM supports the President’s Budget and Performance Integration initiative, which is taking two approaches to strengthen the link between budget dollars and results. Page HOW: Program Assessment Rating Tool (PART), which rated 50% of the programs assessed as “Results Not Demonstrated” Provides a clear path forward to demonstrate results, thereby creating additional performance information to use in budget decisions WHAT: Creating additional performance information to inform budget decisions How the PRM Can Help Budget and Performance Integration Approach #1 HOW: Developing a performance budget format that shows how inputs are used to accomplish outputs and impact outcomes Draws “line of sight” from inputs to outputs, then outcomes WHAT: Linking performance and cost in the federal budget How the PRM Can Help Budget and Performance Integration Approach #2
    • 27. The PRM structure is designed to clearly articulate “Line of Sight”—the cause and effect relationship between inputs, outputs and outcomes Page
    • 28. Example: Operationalizing the PRM for the Resource Training and Development sub-function (Human Resources Line of Business) of the FEA Business Reference Model Page
    • 29. Example: Operationalizing the PRM for IRS Free Filing, a Presidential Priority E-Gov Initiative Page
    • 30. Agenda
      • Why Do We Need a Federal Enterprise Architecture?
      • Draft Business Reference Model, Version 2.0
      • Draft Performance Reference Model
      • Draft Services Component, Technical, and Data Reference Models
      • Next Steps
    • 31. Regulatory Management Support Delivery of Services Policy and Guidance Devel. Public Comment Tracking Regulatory Development Rule Publication Knowledge Mgmt CRM Content Mgmt Collaboration Search Portal Personalization Business Reference Model ( BRM ) Rule Publication Service Component Reference Model ( SRM ) Technologies Platforms J2EE .NET Windows NT Data Mgmt ODBC JDBC Business Logic Technical Reference Model ( TRM ) Performance Reference Model (PRM) Outcomes, Measurements, Metrics Business lines and functions Supporting technology and standards Enabling capabilities, components, and services Component-Based Architecture Service Layers Service Types Service Components Data and Information Reference Model (DRM) Classification, Categorization, XML, Sharing In addition to the Business and Performance Reference Models, the FEA includes three models that specifically address information technology – the Service Component, Technical and Data Reference Models Page
    • 32. The SRM framework consists of seven (7) Service Layers with 27 supporting Service Types and 143 Service Component Areas Customer Services Process Automation Services Business Management Services Digital Asset Services Business Analytical Services Back Office Services Common Services Cross-Cutting Service Areas (i.e., Search, Security) Service Types Service Layers Service Components Performance Measures Business Process Access and Delivery Channels Page The Draft Service Component Reference Model (SRM) is a business-driven, functional framework that classifies capabilities (or service components) according to how they support business and performance objectives
    • 33. The SRM is supported by multiple access and delivery channels that provide a foundation for accessing and leveraging the Service Component Portal Marketplace Exchange Commerce Integration Delivery Channels (FEA-TRM) Service Layers, Service Types, and Service Components (FEA-SRM) Access Channels (FEA-TRM) Mobile, Wireless Web Browser PDA Kiosks Internet Intranet Extranet Peer to Peer System to System EAI Web Service Private/Public Partnership Phone, Fax Face to Face Mail Accessing the Component (Example: Renewal of Drivers License ) Service Level Agreement to structure how Service Components are accessed and leveraged Other Page
    • 34. The SRM will assist in defining business process and performance gaps that may be leveraged to improve services to stakeholders (citizens, business partners, agencies) Performance Measures Business Process Service Layers, Service Types, and Service Components (FEA-SRM) Access Channels (FEA-TRM) Delivery Channels (FEA-TRM) Access Channels (FEA-TRM) Delivery Channels (FEA-TRM) Performance Measures (FEA-PRM) What level of process, performance, and outcome is the Service Component achieving? Does this help to close a performance gap? Page
    • 35. The Draft Technical Reference Model (TRM) supplements existing TRM and E-Government guidance by providing a foundation to advance the reuse of technology and service components from a Government-wide perspective Agency Level EA/TRM Bureau Level EA/TRM eGov Direction FEAW/CIO Council E-Gov Guidance Office of Management and Budget FEA-TRM
      • Citizen Focused
      • Interoperability, State / Local
      • Service Component / Technology Reuse, CBA
      • Government Technical Standards
      • Strengthen e-Gov Act
      • e-Government Technology Specifications
      • e-Government Building Blocks, Assembly
      • OSE/OSI Service Layers, NIST
      • OSE/OSI Service Layers, NIST
      • Strategic Planning, IT Capital Planning
      • Baseline -> Target Enterprise Architectures
      • Baseline -> Target Enterprise Architectures
      • Mission Accomplishment
      • Initiative Identification / Management
      STRATEGIC TRANSFORMATION (Partnering Relationships) Integrated Enterprise Architectures (Interoperable, Maximum Reuse of Components) State and Local Page
    • 36. The TRM provides an effective means by which service components can be leveraged, built, and deployed across the Federal Government Service Framework Service Platforms Service Access and Delivery Service Platforms Service Interface / Interoperability Security Presentation / Interface Business Logic Data Management Data Interchange Component Architecture Service Transport Service Requirements Delivery Channels Access Channels - Mobile, Wireless, Web - Internet, Intranet, Extranet - Section 508, Privacy, Security - HTTP, HTTPS, WAP, TCP/IP - J2EE, Windows .NET - SOAP, XML, UDDI, WSDL Page
    • 37. The TRM will provide guidance and recommendations that support the development and implementation of service components that embrace a Component-Based Architecture Security Presentation / Interface Business Logic Data Interchange Data Management Security Presentation / Interface Business Logic Data Management Data Interchange Component Architecture
      • X.509
      • NIST / FIPS 186
      • Secure Socket Layers (SSL)
      • HTML
      • JSP, ASP, ASP.Net
      • DTHML, CSS, XHTMLMP
      • Java/J2EE (EJB)
      • C, C++, JavaScript
      • COM/COM+, C#
      • Visual Basic
      • XML
      • ebXML
      • RDF, WSUI
      • XSLT
      • XBRL, JOLAP, OLAP
      • JDBC, ODBC
      • ADO, ADO.Net
      Partial List Page
    • 38. 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 Delivery Channels Service Requirements Service Transport Component-Based Architecture Service Interface and Interoperability Supporting Platforms Web Servers Application Servers Security Presentation / Interface Business Logic Data Interchange Data Management Development Environment Database / Storage Hardware / Infrastructure Page
    • 39. Taken together, the TRM and other FEA reference models can be leveraged to support the creation and integration of cross-agency service components U.S. Customs (New eGov Border Control Initiative) States IRS USDA FDA Justice PRM BRM SRM TRM DRM Acceptance of Cargo Look up the license plate of the vehicle. Are there any warrants for the driver? Check to see if the import company owes taxes, fines, or penalties Do not let “x” animals into the country. Know viruses and risks Does the driver fit the profile of any wanted suspects. What country, what origin? Is the food properly packaged? How much does a normal truckload of banana’s normally weight? Agency EA Service Component eGov Architecture Guidance Federal Enterprise Architecture Conceptual Page
    • 40. The Draft Data and Information Reference Model (DRM) will support investment and E-Gov planning by providing a framework for agencies to leverage existing data components across the Federal Government
      • Promote horizontal and vertical information sharing between business lines
      • Business-focused data standardization that can be categorized for re-use
      • Re-use and integration of data as opposed to duplication
      • Enabler to support cross-agency collaboration
      • Facilitate cross-agency information exchanges
      • Consistent means to categorize and classify data
      Goals and Objectives: Agency 1 Agency 2 Agency 4 Agency 3 State Local FEA-DRM Integrated Enterprise
    • 41. The DRM framework is comprised of four interrelated levels that independently classify and categorize data to one or more areas of the Business Reference Model Business Area, Line, Function Collection of supporting data object components that contribute to the definition of the Business Line Function or Sub-Function One or more common components /schemas that describe a specific process or object Level of Granularity / Re-Use The most elemental block of data that is descriptive of a business process or object FEA Data Reference Model – Overview of Framework Level of Context Conceptual The physical property of the Data FEA Business Reference Model (BRM) Object Class Components Aggregate Components (Aggregate BIE or ABIE) Common Components (Business Information Entity - BIE) Core Component Type & Data Type
    • 42. Agenda
      • Why Do We Need a Federal Enterprise Architecture?
      • Draft Business Reference Model, Version 2.0
      • Draft Performance Reference Model
      • Draft Services Component, Technical, and Data Reference Models
      • Next Steps
    • 43. Near-Term Next Steps for the FEA Page
      • Address Agency comments on Draft Service Component and Technical Reference Models (due on March 7 th ), prepare Comment Response Documents, and issue Version 1 of the models by end-March
      • Continue consultations with defense and intelligence agencies to obtain their input for the Business Reference Model, Version 2.0
      • Address Agency comments on Draft Business Reference Model, Version 2.0 (due on March 14 th ), prepare Comment Response Document, and issue updated model by end-March
      • Address OMB comments on Draft Performance Reference Model, issue draft model for Federal Agency review by end-March, and conduct Agency briefing in early April
      • Continue to define and validate the Data Reference Model
      • With CIO Council Subcommittees, develop guidance on use of the FEA reference models during the FY 2005 budget formulation process and post guidance to www.feapmo.gov
      • Launch FEAMS on www.feapmo.gov by early April

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