Department of the Interior’s Methodology for Business Transformation (MBT)

Slide 1: Welcome Diane Reeves Department Business Architect Department of the Interior Session Title: DOI Methodology for Business Architecture (MBT)

Slide 2: The Intent of Enterprise Architecture: Click to edit Master title style • Enterprise Architecture is about planning and implementing business transformation • As architects, we are service providers that help business organizations become more effective and efficient. • Our services facilitate effective use of organizational resources to achieve mission objectives, ensuring that investments deliver products and services that meet customer expectations. April 21-23, 2008 Renaissance Washington, DC Page 2

Slide 3: Agenda Click to edit Master title style Agenda • Business Process Management (BPM) • Strategic Focus • DOI Enterprise Improvement • Methodology for Business Transformation (MBT) April 21-23, 2008 Renaissance Washington, DC Page 3

Slide 4: Click to edit Master title style Business Process Management (BPM) April 21-23, 2008 Renaissance Washington, DC Page 4

Slide 5: Business Process Management Click to edit Master title style • Definition: The practice of developing, measuring, and simulating business processes to effect continued improvement of process efficiencies • Focused on improving process performance • Concerned with the full lifecycle of the process and the effective management of key process enablers April 21-23, 2008 Renaissance Washington, DC Page 5

Slide 6: Business Process Management Click to edit Master title style is the process Business Process - Why important?? • Provides a link to other aspects of the business • Delivers a clear product to the stakeholder or another process • Usually triggered by an event that begins a course of action and signals the satisfaction of a required response upon delivery of a product or service April 21-23, 2008 Renaissance Washington, DC Page 6

Slide 7: Process is at the center! Click to edit Master title style Business Reference Model Te Organization ch no l de log Mo yR Te Function ce efe ce ch en r en an no fer Workflow ce Re m log tric Sy Mo r ce rfo ste Ap Me de y an tor pli l m Pe ica rm ca Ind tio rfo n Pe Business Process Inf Flow orm Da xt Da tity ati ta nte En on l co ta Co Re Da oto y fer Pattern rit le ta en Pr cu ofi ce Pr Se Mo rity Component de cu l Se Service Service Component Reference Model April 21-23, 2008 Renaissance Washington, DC Page 7

Slide 8: Enhancing the efficiency of business processes. Click to edit Master title style Stages of Process Maturity Proactive closure of gaps Innovative versus strategic objectives Capability quantified, Predictive results predictable Common processes and Standardized measures Managed Local stability from repeatable procedures Initial Overloaded roles April 21-23, 2008 Renaissance Washington, DC Page 8

Slide 9: Click to edit Master title style Strategic Focus April 21-23, 2008 Renaissance Washington, DC Page 9

Slide 10: Structured Planning: Strategic to Tactical Click to edit Master title style Vision Plan Development Mission Plan Implementation Mission Goals DOI Program End Outcome Goals Intermediate Outcome Goals Project Project Project Outputs Outputs Outputs Project Project Project Inputs Inputs Inputs April 21-23, 2008 Renaissance Washington, DC Page 10

Slide 11: Establishing “Line of Sight” Click to edit Master title style Establish a “line of sight” from the investment to the processes and activities it supports and ultimately, to its outputs and outcomes. April 21-23, 2008 Renaissance Washington, DC Page 11

Slide 12: Click to edit Master title style of Sight” Establishing the “Line Program Strategic Goal Measure the effectiveness Outcome of program strategy, Effectiveness Goal products, and services. Measures Intermediate Outcome Efficiency Output Project Measures Measure the efficiency of inputs Process and outputs, processes, and project deliverables. April 21-23, 2008 Renaissance Washington, DC Page 12

Slide 13: Click to edit Master title style DOI Enterprise Improvement: An Enterprise-wide Focus on Improving Performance April 21-23, 2008 Renaissance Washington, DC Page 13

Slide 14: What is Enterprise Click to editImprovement?? Master title style Enterprise Improvement is a collaborative approach to achieving enhanced value and performance for the Interior Department business operations, utilizing the synergy and collective knowledge of program managers and process owners DOI-wide. April 21-23, 2008 Renaissance Washington, DC Page 14

Slide 15: What value can we expect from Enterprise Improvement?? Click to edit Master title style The Enterprise Improvement strategy: • Provides a DOI business community platform for learning and collaborative innovation to affect operational change. • Includes a focus on business performance, but delivers greater value through the synergistic effects of collaboration and key financial data • Works with program managers and process owners that have an intimate knowledge of business challenges April 21-23, 2008 Renaissance Washington, DC Page 15

Slide 16: Enterprise Improvement has a business management perspective. Click to major components of Three edit Master title style delivering Enterprise Improvement Allows the organization Strategy to achieve business performance objectives by focusing on excellence in carrying out the process. People Process April 21-23, 2008 Renaissance Washington, DC Page 16

Slide 17: Enterprise Improvement has a business management perspective. Click to edit Master title style Why is Enterprise Improvement important? • Complexity of the DOI Mission • Critical nature of things for which we are responsible • Ability to achieve strategic goals/objectives • OMB mandates for Investment performance and “Line of Sight” • Management of DOI resources April 21-23, 2008 Renaissance Washington, DC Page 17

Slide 18: Enterprise Improvement has a business management perspective. Click to edit Master title style Context for Enterprise Improvement Management Direction Enterprise Enterprise Supported informs by Investment Business Shared capabilities Portfolio Strategy and assets Is carried out in Enterprise Enterprise Incremental Process business Modernization transformation Improvement Initiative April 21-23, 2008 Renaissance Washington, DC Page 18

Slide 19: Enhancing the efficiency of business processes. Click to edit Master title style Key components: Performance Management, Process Center of Program Management, Collaboration, Standards, Excellence Support Tools and Training Process Consulting, Process Evaluations Process Evaluations, Process Improvement, and Consultation Process Measurement Segment Business Enterprise Strategy, Segment Portfolio Management, Improvement Map April 21-23, 2008 Renaissance Washington, DC Page 19

Slide 20: Process Center of Excellence Requires coordination style structure Click to edit Master title and • Implement an Enterprise Improvement Roadmap • Optimize the flow of work rather than emphasizing functional performance • Educate/lead business transformation • Establish an enterprise process • Establish process design capability infrastructure • Enterprise portfolio • Facilitate a collaborative management enterprise improvement focus • Enterprise project management April 21-23, 2008 Renaissance Washington, DC Page 20

Slide 21: DOI EA has established three major components that drive its success with enterprise architecture Click to edit Master title style Facilitates decision-making, DOI Governance compliance and enforcement of EA policy and standards to Structure ensure consistency across all DOI technology activities. Encapsulates all aspects of Methodology for business and requirements for modernization, delivering a Business roadmap to total Transformation transformation – the Modernization Blueprint. Provides centralized access DEAR and management of all DOI DOI Enterprise artifacts, analysis, and Architecture Repository information about business functions enterprise-wide. April 21-23, 2008 Renaissance Washington, DC Page 21

Slide 22: Click to edit Master title style Methodology for Business Transformation (MBT) April 21-23, 2008 Renaissance Washington, DC Page 22

Slide 23: In order to build the layers of architecture, the architect Click to edit Master title style should follow a common transformation lifecycle. The MBT covers each of these phases with detailed guidance and templates. April 21-23, 2008 Renaissance Washington, DC Page 23

Slide 24: Step 1: This step is focused on getting the study Click to edit Master title style underway through good project management. April 21-23, 2008 Renaissance Washington, DC Page 24

Slide 25: Click to edit Master title style Step 2: Analyze stakeholders & drivers and set the target business strategy April 21-23, 2008 Renaissance Washington, DC Page 25

Slide 26: How This Step Assists With Business Transformation: Click to edit Master titlecritical business drivers • Identifies and prioritizes the style and mandates for the business area • Identifies and prioritizes the stakeholders for the business area • Establishes how the business area stakeholders view the products and services of the business area • Establishes a vision for the business’s target state • Assesses the organization’s readiness to support business transformation • Creates a time-based maturity concept for products and services • Creates the balanced scorecard of strategic goals and objectives that are relevant to the business area and the blueprint project April 21-23, 2008 Renaissance Washington, DC Page 26

Slide 27: Step 2: This step is focused on Click to edit Master title style of the business determining the strategy area and its products and services April 21-23, 2008 Renaissance Washington, DC Page 27

Slide 28: Click to edit Master title style Step 3: Analyze the business and define the target business environment April 21-23, 2008 Renaissance Washington, DC Page 28

Slide 29: Step 3: This step is focused on analyzing the current processes Click to edit Master title style opportunities for and determining re-engineering. April 21-23, 2008 Renaissance Washington, DC Page 29

Slide 30: Click to edit Master title style Step 4: Analyze the IT and develop the target conceptual solution architecture April 21-23, 2008 Renaissance Washington, DC Page 30

Slide 31: How This Step Assists With Business Transformation: Click to edit Master title style Step 4 allows for:  current IT portfolio analysis and scoring developing the target conceptual solution architecture identifying the authoritative data sources (ADS) for the service discovering Enterprise, Business, Enabling, and Support Service Re-use opportunities performing gap and alternative IT analysis Provide input into Step 5 blueprint recommendations for implementing services April 21-23, 2008 Renaissance Washington, DC Page 31

Slide 32: Step 4: This step is focused on analyzing current systems and Click to edit technologiesstyledefining the target Master title and state. Analyze Analyze the IT Author the Incorporate Analyze the stakeholders & and develop the Modernization approved Perform business and drivers and set target Blueprint and Modernization Blueprint Project define the target the target conceptual obtain Blueprint into Management business business solution governance enterprise environment strategy architecture approvals architecture Verify the target Develop the Determine the Formulate the IT Assess and conceptual target gaps between analysis results score the solution conceptual the current IT and brief to existing IT architecture solution portfolio and the governance portfolio complies with architecture target teams the EA April 21-23, 2008 Renaissance Washington, DC Page 32

Slide 33: Click to edit Master title style Questions? Thank you. Diane A. Reeves, Department Business Architect April 21-23, 2008 Renaissance Washington, DC Page 33

Slide 34: Click to edit Master title style Process Architecture Provides an organizing framework to synchronize business elements that are critical to mission performance and managing change. April 21-23, 2008 Renaissance Washington, DC Page 34

Slide 35: Thank Click to edit Master title style You! •Diane Reeves •Department Business Architect •Department of the Interior •Contact Information: •Diane_Reeves@ios.doi.gov April 21-23, 2008 Renaissance Washington, DC 35 Page 35