DOI Conceptual Architecture
Upcoming SlideShare
Loading in...5
×
 

DOI Conceptual Architecture

on

  • 1,886 views

 

Statistics

Views

Total Views
1,886
Slideshare-icon Views on SlideShare
1,886
Embed Views
0

Actions

Likes
0
Downloads
73
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft Word

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    DOI Conceptual Architecture DOI Conceptual Architecture Document Transcript

    • Department of the Interior Enterprise Architecture (IEA) Conceptual Architecture Version 1.0 May 2005
    • Table of Contents 1. EXECUTIVE SUMMARY...................................................................................................................1 2. INTRODUCTION..................................................................................................................................4 3. INTERIOR CONCEPTUAL ARCHITECTURE (ICA) PRINCIPLES..........................................6 3.1 EFFECTIVE PRINCIPLES CRITERIA..............................................................................................................6 3.2 ICA PRINCIPLE HISTORY........................................................................................................................7 3.3 ICA PRINCIPLE STRUCTURE....................................................................................................................9 3.4 ARCHITECTURE PRINCIPLES......................................................................................................................9 Principle 1: “Actionable” Architecture.............................................................................................9 Principle 2: Transformational Strategies..........................................................................................10 Principle 3: Collaborative Processes..............................................................................................11 Principle 4: Re-usable Products and Services ...............................................................................12 Principle 5: Solutions-focused Approach.........................................................................................13 Principle 6: Business-driven Planning.............................................................................................14 Principle 7: Modular and Adaptive Development............................................................................16 Principle 8: Federated Program Management...............................................................................16 Principle 9: Information is an Interior asset...................................................................................17 Principle 10: Data and Information Stewardship............................................................................18 4. DERIVATION OF BUSINESS VALUE FROM ICA PRINCIPLES.............................................20 4.1 ARCHITECTURAL GOVERNANCE..............................................................................................................22 5. MODERNIZATION BLUEPRINTS ................................................................................................25 Methodology for Business Transformation (MBT)............................................................................25 5.1 DOI ENTERPRISE ARCHITECTURE REPOSITORY (DEAR)..........................................................................27 5.2 SERVICE-ORIENTED ARCHITECTURE (SOA) STRATEGY.............................................................................28 6. ENTERPRISE RESULTS GUIDED BY THE DOI CONCEPTUAL ARCHITECTURE..........31 Principle 1: “Actionable” Architecture..........................................................................................31 Principle 2: Transformational.........................................................................................................32 Principle 3: Collaborative...............................................................................................................33 Principle 4: Modular, Adaptive and Reusable Services (service-oriented architecture)................33 Principle 5: Solutions-Focused.......................................................................................................34 Principle 6: Business-Driven..........................................................................................................35 Principle 7: Understanding of Federated Business Models............................................................37 Principle 8: Information is an Interior asset...................................................................................38 Principle 9: Data and Information Stewardship...............................................................................39 7. CONCLUSION....................................................................................................................................41 APPENDIX A: COMMON REQUIREMENTS VISION...................................................................42 APPENDIX B DOI BACKGROUND..................................................................................................44 i
    • Table of Figures FIGURE 2-1. ARCHITECTURAL PRINCIPLES................................................................................4 FIGURE 4-2. INTERIOR ENTERPRISE ARCHITECTURE ........................................................21 FIGURE 4-3. DOI GOVERNANCE STRUCTURE...........................................................................23 FIGURE 4-4. CPIC AND WORKFORCE PLANNING RELATIONSHIPS..................................24 FIGURE 5-5. MODERNIZATION BLUEPRINT PROCESS..........................................................26 FIGURE 5-6. RELATIONSHIP BETWEEN SOLUTION ARCHITECTURE AND IEA.............27 FIGURE 5-7. RELATIONSHIP BETWEEN THE SOA IMPLEMENTATION AND THE FEA.29 FIGURE 5-8. IDENTIFICATION AND DEFINITION OF SOA SERVICES.................................30 FIGURE 6-9. ANALYSIS STATE FOR SYSTEMS...........................................................................32 FIGURE 6-10. RECREATION VALUE CHAIN AND BLUEPRINT RECOMMENDATIONS. .36 FIGURE 6-11. WILDLAND FIRE VALUE CHAIN AND BLUEPRINT RECOMMENDATIONS ....................................................................................................................................................................37 FIGURE 6-12. LOGICAL INFORMATION EXCHANGE MATRIX.............................................39 FIGURE A-13. COMMON REQUIREMENTS VISION TRACEABILITY...................................42 FIGURE A-14. COMMON REQUIREMENTS VISION FRAMEWORK......................................43 Table of Tables TABLE 1-1. ICA PRINCIPLES ............................................................................................................1 TABLE 1-2. ICA PRINCIPLES USE.....................................................................................................2 TABLE 3-3. ARCHITECTURE PRINCIPLE CROSS-WALK...........................................................7 TABLE 4-4. ICA PRINCIPLES USE...................................................................................................20 TABLE B-5. DOI BRM FUNCTION ACTIVITIES.............................................................................1 ii
    • 1. Executive Summary Federal Agencies are continually being asked by citizens, industry, and other government agencies to improve their performance and efficiency. Identifying performance gaps and related solutions involves an integrated mix of management disciplines, including strategic planning, enterprise architecture, capital planning, project management, security, and human capital management. Achieving the integration of these disciplines is vital to the effective governance of scarce resources, so that higher levels of mission performance can be achieved. As described in Appendix B, the Department of Interior (DOI) is a large, complex organization performing 162 business sub-functions across 51 lines of business in seven business areas. The Interior’s Enterprise Architecture (IEA) provides a framework for developing strategies that integrate investment management processes, consolidated technologies, and advocate common processes and data standardization across all the Bureaus. The Interior Conceptual Architecture (ICA), a component of the IEA, provides a consolidated enterprise list of guiding principles to help make investment decisions and guide information technology (IT) toward the envisioned future. These Principles are in turn derived from the Interior Common Requirements Vision (CRV) which is a framework linking technical architecture requirements to business information requirements, business strategy, and environmental trends. Aligning the CRV with the ICA facilitates line-of-sight visibility between business strategy and ICA Principles. Given that these Principles represent business and integrate technology direction, the rationale and implications of each Principle become guides for IEA initiatives and priorities. Target EA development teams have a major impact on the way in which detailed solutions will be defined and aligned with a target architecture. Through governance, these teams (e.g., Interior Business Architecture Team (IBAT), Data Advisory Committee, Architecture Review Board, and Chief Technology Officer’s Council) continually evolve the respective layers of the IEA (e.g., business, data, and technology). For example, as processes are re-engineered across DOI, the IBAT is charged with associating and linking these process models to Interior’s business reference model. The target EA development team and the solution development teams should use the ICA Principles to guide their architectural decisions. This provides a foundation for alignment between the target EA and solution architectures. Solution Architects can use the ICA Principles to support the migration to target architecture. Use of ICA Principles will enable the implementation of solutions that take into account design (security, quality and performance) and infrastructure constraints. The ICA provides a high-level roadmap and strategic principles to achieve the target enterprise architecture from the baseline architecture via the transition plan. (Note: Refer to the DOI Transition Strategy, a companion document to this DOI Conceptual Architecture, for a more-detailed discussion on DOI’s strategic transition plan.) Solution architectures should use this information to establish alignment of current systems that are being developed with the target EA. Table 1-1 lists the ICA’s Principles: Table 1-1. ICA Principles Principle Description Principle 1: “Actionable” IEA provides added value when its products and services are aligned with Architecture the business, integrated to enhance mission performance, and used as a driver to improve process execution. Principle 2: IEA provides a roadmap using Modernization Blueprints that facilitates Transformational Interior modernization, addressing all aspects of the mission in order to Strategies achieve success in transforming and optimizing business processes. Principle 3: Collaborative IEA promotes and facilitates an environment that emphasizes information Processes sharing and the inclusive participatory rights of customers and 1
    • Principle Description stakeholders. Principle 4: Re-usable IEA promotes re-usable service-oriented solutions. Solution Products and Services Architectures will be assembled from an agreed upon set of existing, sharable services, whenever possible. Principle 5: Solutions- IEA provides and promotes solutions-focused approach emphasizing the focused Approach basic requirement to satisfy business and customer needs as the primary consideration when designing technology solutions. Principle 6: Business- IEA establishes an IT planning foundation based on business priorities. driven Planning Interior’s Strategic Plan, goals and outcomes provide business direction in developing key services of the architecture that support the business vision. Principle 7: Modular and Service Oriented Architecture (SOA) techniques facilitate the Adaptive Development development of an IT environment that will be modular and independent ("atomic") in nature. The adaptive SOA will enable dynamic capabilities and reconfiguration of the architecture services. Principle 8: Federated The IEA program supports the implementation of policy and architecture, Program Management accommodating the need for bureau-unique functionality and requirements. The program is supported by a system of governance that promotes optimal outcomes across the Bureaus. Principle 9: Information is Information is valued as an Interior asset to accelerate decision-making, an Interior asset. improve management, and increase accountability. This is reflected in proper safe guards for data and defined access control. Principle 10: Data and Data and information must be managed and maintained by assigned Information Stewardship stewardship responsibilities to support the mission of Interior. The ICA Principles act as a mechanism to integrate each of the IEA program elements. The ICA Principles shape how DOI governance is formed and executed, how the IEA’s target state is envisioned, how modernization blueprints mitigate strategic gaps, how the IEA repository is configured, how the Federal Enterprise Architecture (FEA) models are interpreted and mapped, and how DOI should leverage SOA. The program elements that use the ICA Principles include the following: • Architecture Governance1. • Modernization Blueprints2. • Methodology for Business Transformation (MBT)3. • DOI Enterprise Architecture Repository (DEAR)4. • FEA Reference Models5. • Common Requirements Vision (CRV)6. • Service-Oriented Architecture (SOA) Strategy. Different stakeholders will view and utilize the ICA Principles in different ways, with the common end goal of developing cost-effective IT that is aligned with Interior mission objectives. Consider the following stakeholders and how they can derive business value from the ICA (see Table 1-2): Table 1-2. ICA Principles Use Stakeholder Group Use of ICA Principles Target EA development team Target EA development teams have a major impact on the way in which detailed solutions will be defined and aligned with a target. If the target EA 1 http://www.doi.gov/ocio/architecture/programs.htm 2 http://www.doi.gov/e-government/egovinit.html 3 http://www.doi.gov/ocio/architecture/mbt/guidance.htm 4 http://www.doi.gov/ocio/architecture/deartools.htm 5 http://www.doi.gov/ocio/architecture/fea.htm 6 http://www.doi.gov/ocio/architecture/documents/CRV_Final.doc 2
    • Stakeholder Group Use of ICA Principles development team and the solution development teams use the same set of ICA Principles to guide their architectural decision, it provides the foundation for alignment and forms the foundation for enabling cross-cutting initiatives supporting a line-of-business solution across organizational boundaries. Business Process Managers and Business process managers and owners expect to use the ICA Principles as Owners guidelines while developing modernization blueprint segment recommendations. The modernization blueprint recommendations need to address the overall business goals and objectives translated in a meaningful way, and supported by a principle. Such that the recommendations do not become a ‘wish list’ for technology, but rather provide realistic recommendations that the DOI is willing to invest in a new initiative. Capital Investment Planners Capital investment planners have a major impact on the way in which both the business and IT decision-makers will work together and make future investment decisions. Capital investment planners use the ICA Principles to assess the alignment of an investment with the EA. During the Capital Planning and Investment Control (CPIC) process the ICA Principles can be used as a scoring mechanism for the select and evaluate phases. Solution Architects Solution Architects can use ICA Principles to support the migration to target architecture. Use of ICA Principles will ensure an implemented solution that takes into account design (security, re-usable services, quality and performance) and infrastructure constrains, and guides the implementation of a system. The ICA provides a high-level roadmap and collection of strategic principles to achieve target architecture from the baseline architecture via the transition plan. The Solution Architecture uses this information to ensure alignment of the current systems that are being developed with the target architecture. The Solution Architecture shares knowledge and experience using the EA components as a guide to implement a specific solution. IT Manager The ICA Principles aid the IT manager in making decisions on how to reduce the diversity of the IT infrastructure by determining how to apply enterprise licensing agreements, basic ordering agreements, desktop image standards, server and storage consolidation, and improved IT service support The DOI has developed and instituted architectural concepts, tools and techniques that enable management of the DOI IT technology in the form of the IEA. The IEA suite comprises the CRV for enterprise requirements, ICA for enterprise principles, MBT for creating modernization blueprints, DEAR for storing and querying EA data, a Governance framework for making investment decisions, and the FEA models for reporting to OMB. The ICA Principles guide, constrain, and integrate all of these components such that a consistent target state can be communicated throughout the Department and Bureaus for use in modernization activities. 3
    • 2. Introduction Enterprise Architecture (EA) at the Department of the Interior (DOI) plays a major role in improving mission performance and the efficiency of business operations by guiding and constraining the creation of modernization blueprints. Each blueprint contains a set of initiatives that, in aggregate, and over time, help DOI transform into an envisioned future. Central to DOI’s modernization success will be the adoption of EA throughout the organization and a cultural perception that EA can help promote line of business interests within the Bureaus. One effective measure to begin ingraining EA into the culture is to have a set of overarching architectural Principles which all Bureau line of business and IT stakeholders can follow. Within the context of the Interior EA process, the architecture Principles are illustrated in Figure 2-1, as Architecture Guidance that drives the target definition. These Principles are key drivers for IEA stakeholders including capital investment planners, business process managers and owners, solution architects, IT managers, as well as for the EA’s target architecture and associated enterprise services and standards. Figure 2-1. Architectural Principles Consequently, this ICA describes these Principles and attempts to demonstrate how they impact the DOI as well as provide guidance on how they should influence capital investment planning, solution development, and IT infrastructure planning. The development of a DOI SOA should address the business value that a SOA will provide as well as how to measure this business value. While this ICA is not necessarily prescriptive, it should guide and constrain IT investment and aid in driving architectural homogeneity and alignment over the long run. 4
    • The purpose of this document is to accomplish the following: • Define the IEA Conceptual Architecture. • Describe the IEA Principles that stabilize the ICA. • Show the relationships between elements of the IEA. • Show the IEA as it relates to DOI initiatives. • Depict relationships addressed by the ICA, including development of Solution Architectures. The following sections describe the lineage of the ICA’s Principles, criteria for identifying them, summaries for each Principle, and how Principles can be applied to derive business value. 5
    • 3. Interior Conceptual Architecture (ICA) Principles The ICA’s Principles are guided by the DOI Common Requirements Vision (CRV) that represents the embodiment of DOI strategic objectives into a single high-level set of business and IT requirements as described in Appendix A. Because these Principles represent business and integrate technology direction, the rationale and implications of each Principle are drivers and motivating factors for IEA initiatives and priorities. The Principles guide the implementation of technology to meet Interior-wide requirements, as well as guide decision-making to maximize business benefit and the adaptability of the IT environment. Initiatives aligned with Principle implications provide visibility into the agency’s business needs to ensure proper sequencing, as well as to provide insight into dependencies among projects. The development of blueprints is influenced by Principle values – ensuring a consistent and stable set of ideas to be implemented and supported by future initiatives. 3.1 Effective Principles Criteria Architectural principles reflect the basic beliefs that shape decisions and guide actions needed to develop and utilize the enterprise architecture in support of the DOI mission. There are five (5) criteria that distinguish effective principles. They are: Criteria Explanation Understandable The underlying tenets of the principles can be quickly grasped and understood by individuals throughout the enterprise. The intention of the principle is clear and unambiguous so that violations, whether intentional or not, are minimized. Robust Enforceable policies and standards can be created from the principles. Each set of principles should be sufficiently definitive and precise for deciding a wide range of potentially controversial situations. Complete Every potentially important principle governing the management of information and technology for the enterprise has been defined. The principles are applicable to every perceived situation. Consistent Every word in a principle statement should be carefully chosen to ensure consistent interpretation. There may be times, however, when strict adherence to one principle may require a loose interpretation of another principle. There must be a balance of interpretations of the principles. Principles should not be contradictory to the point where adhering to one principle would violate the spirit of another. Stable Principles should have a ''timeless'' quality about them, and be able to transcend all foreseeable changes that could occur. The principles for information and technology management need not be changed to keep pace with technology advances. 6
    • 3.2 ICA Principle History The ICA Principles are an evolution of IEA’s Principles7 dated 1/4/2002. The DOI made great strides in applying the original principles across multiple programs and projects (e.g., Enterprise Services Network, Active Director, Data Resource Management Program, etc.). The original principles are still valid, but have been updated in response to recent direction from OMB via the FEA, expansion of E- Gov under the President’s Management Agenda, maturation of enabling technologies such as SOA, and maturation of the IEA program. As a result, some of the original 14 principles are no longer a consideration because they have become institutionalized and are considered the norm. Some have been rolled into planned actions for implementation. Yet, many have simply evolved to be more reflective of new technologies and industry practices. Evolving the principles allows us to ensure that the full spectrum of a particular belief has been effectively presented and can be instantiated throughout the Department. All changes were made considering the strategic direction of the Department and future agency benefits. Principles addressing the value of information have not changed significantly as the need for quality information assets remains a critical aspect of DOI business success. These principles have been re- stated or slightly modified to extend the implication of the principles. Greater clarification also prevents confusion when discussing similar topics of value that have differing end results. Some principles may sound new, but are in reality an old concept with a new focus. The “Solutions- Focused” principle may sound new, but in essence is the same focus on the value of putting customer needs first. The implications of this principle will still include strategic use of technology components, but with an understanding that the resulting composite application must satisfy the business problems requiring a solution. This principle accommodates the need for to align technology with business requirements. The “Modular and Adaptive” principle expands on the Clinger-Cohen requirement to build modular systems whose components can deliver usable business modules in a phased approach. Going a step further, this principle addresses modules as part of a service-oriented environment. This slightly shifts the focus to a requirement to manage IT products and services from a customer perspective, building and maintaining service components that allow flexibility in their use and re-use. The “Transformational Strategies” principle addresses the need to modernize DOI business. DOI supports an increasingly complex customer and stakeholder group. Globalization of the U.S. economy and terrorism has impacted the way Government assets must be used and protected. DOI manages four of every five acres in the United States. Modernization of DOI business processes is critical to mission performance and IEA plays an important role in understanding the business and supporting business transformation. Table 3-3 provides a cross-walk of the prior architecture principles and the updated version that extends their value within the context of more modern practices. For each prior principle, this table explains how that factor has evolved over the past three years. Table 3-3. Architecture Principle Cross-Walk Prior Principle Updated Principle 1. Information is valued as an Interior asset to 9. Information is an Interior Asset. accelerate sound decision-making, improve Information is valued as an Interior asset to management, and increase accountability. accelerate decision-making, improve management of operations, and increase 7 http://www.doi.gov/ocio/architecture/documents/Conceptual_Architecture_Final.doc 7
    • Prior Principle Updated Principle accountability. 2. Data and information must be managed and 10. Data and Information Stewardship maintained as a stewardship responsibility to Data and information must be managed and support the mission of the Department. maintained as a stewardship responsibility to support the mission of Interior, including proper safeguards and defining access control. 3. Systems must be designed, acquired, 3. Collaborative Processes developed, or enhanced such that data and Interior Enterprise Architecture promotes and processes can be effectively shared across facilitates an environment that emphasizes Interior and partners. information sharing and the inclusive participatory rights of customers and stakeholders. 4. In considering system requirements (e.g., new 4. Re-usable Products and Services functionality), the DOI should look to reuse Interior Enterprise Architecture promotes re- existing components before procurement. If no usable service-oriented solutions. Solution components exist, purchased solutions (e.g., Architectures will be assembled from an agreed COTS or GOTS) should be explored before upon set of existing, sharable services, whenever development. possible. 5. IT systems should be implemented in 10. Data and Information Stewardship adherence with security, confidentiality and Data and Information must be managed and privacy policies to assure proper safeguards and maintained as a stewardship responsibility to limitations for information availability and access. support the mission of Interior, including proper safeguards and defining access control. 6. An assessment of business continuation and - Policy and planning for this principle has been recovery requirements is mandatory when established. These activities are now acquiring, developing, enhancing or outsourcing institutionalized systems. Based on that assessment, appropriate disaster recovery and business continuity planning, design, testing and maintenance will take place. 7. A basic set of information services will be - This principle is no longer a factor for provided to all employees. consideration, it has been superseded by Principle 1 = “Actionable” Architecture. 8. Implement an Interior-wide “interoperable - Implemented as part of the Enterprise Services network”; performing as if it were a virtual, Network (ESN) initiative Interior-wide Local Area Network. 9. Easy and timely access to data and - Policy and planning for this principle has been information is the rule rather than the exception, established. These activities are now without security and privacy being compromised. institutionalized 10. Business processes will be analyzed, 2. Transformational Strategies simplified or otherwise redesigned in preparation Interior Enterprise Architecture provides a for and during information systems roadmap that facilitates Interior modernization, enhancements, development, and addressing all aspects of the business in order to implementation. achieve success in transforming the business process. 11. Interior will adopt a total cost of ownership - Policy and planning for this principle has been (TCO) model for IT systems that includes lie- established. These activities are now cycle considerations like the cost of development, institutionalized and the focus of TCO is implementation/transition, training, support, addressed and managed by several governance disaster recovery, and retirement as well as the components, teams and programs (e.g., impacts of flexibility, scalability, ease of use and Enterprise Resources Program which establishes reduction of integration complexity. DOI-wide contract agreements, the IT Portfolio Management Division and Architecture Review Board). 12. IT solutions will use industry-proven and 5. Solutions-focused state-of-the-art mainstream technologies. Interior Enterprise Architecture provides and promotes a customer-centric approach, 8
    • Prior Principle Updated Principle emphasizing strategic development of interfaces that will provide flexibility in solutions and accommodate business requirements as the organization responds to change. 3.3 ICA Principle Structure The ICA considers industry “best practices” in the selection of ICA Principles. Based on these principles, specific domains are identified and defined as appropriate for the DOI environment and as enablers of the implementation of the ICA Principles. In this regard, the ICA is an “actionable” component of the IEA by scoping architecture domains and influencing the selection of standard technologies implemented in each domain. It provides high-level guidance for the selection and utilization of DOI standard technology tools and platforms. Adopting the set of principles should initiate a change process in information and technology-related policies and procedures to bring them into conformance with IEA. Violations of principles in an environment employing enterprise architecture generally lead to operational problems and inhibit the ability of the organization to fulfill its mission. For the purposes of the IEA, the principles will: • Provide a firm foundation for making architecture and planning decisions. • Frame policies, procedures and standards. • Lead the way to resolving technology conflicts. The set of principles stands as a guide for accomplishing technology alignment with business requirements. The principles are stated, but more importantly, the rationale for each principle and the implications of their adoption are delineated. Decisions made regarding domain architecture technologies, standards, products and configurations will be traceable to these principles. ICA Principles are structured as follows: • Principle – provides a statement of core business value that will guide the decisions and actions of the Department with regard to the selection and use of technology. • Principle Rationale – provides the reasoning behind the adoption of each principle. • Principle Implications - describe impacts and requirements to the architecture and technology environment as a result of principle adoption. • Related Technical Architecture Requirements – provides a tangible link to technical architecture requirements captured by the DOI’s Common Requirements Vision document. • Associated DOI Initiatives – lists IT initiatives aligned with Principles. This list should not be construed as exhaustive or complete, but simply demonstrates “architecture in action” by providing tangible examples of DOI initiatives planned/underway associated with each principle. 3.4 Architecture Principles Principle 1: “Actionable” Architecture IEA provides added value when its products and services are used to align the business, integrated to enhance mission performance, and used as a driver to improve process execution. Rationale: • IEA products and services support DOI decision-making with specific input from the business. 9
    • • IEA products and services are integrated into DOI planning processes, influencing the selection and utilization of technology. • IEA identifies business and IT performance improvement opportunities that span the department’s Bureaus, helping to drive down business costs. Implications: • IT outputs enable achievement of measurable business outcomes, creating desired results. • The IEA program must foster collaborative relationships with the business community. • IEA needs to assess and respond to business needs in a timely manner, obtaining information quickly and rapidly deploying support for business process changes. Technical Architecture Requirements8: • Support major increases in productive (collaborative) teamwork including emails, file transfers, video/audio links, secure teleconferencing, work flow processes etc. (RTA-9) • Provide Web-enabled technology to enterprise solutions. (RTA-33) • Provide business process management technology. (RTA-36) Associated DOI Initiatives: • Re-usable and shareable USGS Geospatial Information Services. • Improved customer services via Recreation One Stop – Recreation blueprint. • Improved financial accountability via Financial Business Management System (FBMS) - Financial Management blueprint. • Improved incident analysis and reporting via Incident Management Analysis Reporting System (IMARS) - Law Enforcement blueprint. • (Fire Program Analysis)-2 and other target systems), Wild land Fire Management blueprint. Principle 2: Transformational Strategies IEA provides a roadmap through Modernization Blueprints that facilitates Interior modernization, creating a line of sight through all aspects of the business in order to achieve success in business transformation. Rationale: • The use of modernization blueprints ensures that the results of enterprise architecture analysis activities can successfully achieve desired business performance and operational change. • The Methodology for Business Transformation (MBT) provides a consistent method for defining requirements and solution services, so that all Bureaus can capture and share similar data. • Bureau solution architects successfully integrate service-oriented architecture and infrastructures across the Bureaus, providing a foundation for rapid deployment of interoperable solutions. • The transformational roadmap aligns future information technology investments with Interior’s business vision ands needs. Current and future business application development, re-usable services and infrastructure deployments are aligned to support business change. Implications: 8 The numbered ‘Requirements for Technical Architecture (RTA-#)’ refer specifically to architecture requirements taken from the DOI Common Requirements Vision (CRV) document. The CRV features a framework that links technical architecture requirements to business information requirements, business drivers, business strategy, and environmental trends thus facilitating line-of-sight visibility between business drivers / strategy and ICA Principles / Rational / Implications. 10
    • 1. Participation of both business and IT personnel are required to ensure that each modernization activities contribute to strengthening the DOI value position to the customer community. 2. Modernization blueprints need to be understood and supported by the Department executives and lines of business in order to achieve success. 3. Guided by business strategy and drivers, modernization blueprints must be articulated in basic business language understood by all those involved in the business and IT decision-making process. 4. For consistency, standards evaluation criteria should be developed for mission transformation. 5. Business modernization recommendations must include more than just IT initiatives. Technical Architecture Requirements: • Provide around-the-clock business operations and an Interior-wide systems management capability (e.g., event alert monitoring, performance analysis, capacity planning, etc.) (RTA-6) • Provide modeling standards and conventions with supporting software to drive enterprise define and model process execution. (RTA-29) • Provide strategies for integrating shared data representation, transformation, validation, querying and administration. (RTA-18) • Provide standards evaluation criteria for mission transformation. (RTA-24) Associated DOI Initiatives: • DOI-wide re-engineering of Recreation Permit processes • Implementation of Wildland Fire Modernization Blueprint • Implementation of Recreation Modernization Blueprint • Implementation of Law Enforcement Blueprint • Implementation of Financial Management Blueprint • Development of Water Resources Management Blueprint • Development of Human Resources Management Blueprint • Development of Indian Trust Blueprint • Development of Geospatial Blueprint Principle 3: Collaborative Processes IEA promotes an environment that emphasizes information sharing and the inclusive participatory rights of customers and stakeholders. Rationale: • A collaborative environment will effectively address cross cutting requirements in order to meet regulatory requirements and user expectations. • The establishment of collaborative environment, with support from a Governance structure and management processes, ensures participation of all vested interest parties, appropriate approval activities, and addresses all views. • Interior’s management and decision-making will be enhanced if there is collaboration within all business and IT partners. Implications: • Success in the future depends on how well the program manages the collaboration and interaction of all parties. 11
    • • Shared vision and principles, with a strategic focus on outcomes, are important to optimize business returns from a collaborative investment. • Guidelines, communication protocols and rules-of-engagement must be developed and managed through a cooperative governance model that is responsive to all vested parties’ priorities and policies. • EA must be followed by all organizations to strengthen the Department’s ability to provide a consistent and measurable level of service quality to customers. Technical Architecture Requirements: • Enable access and collaboration by interested parties, from multiple locations, via multiple methods and media, to appropriate information. (RTA-3) • Support, capture, store, and display interested parties’ interactions and how they prefer to interact with Interior and its partners. (RTA-7) • Support major increases in productive (collaborative) teamwork including emails, file transfers, video/audio links, secure teleconferencing, work flow processes etc. (RTA-10) Associated DOI Initiatives: • DOI Intranet • Enterprise Services Network (ESN) – foundational to collaboration within DOI • Establishment of portal and collaboration product standards via Technical Reference Model (TRM) • Migration to Standard Messaging System Principle 4: Re-usable Products and Services IEA promotes re-usable, service-oriented solutions. Solution Architectures will be assembled from an agreed upon set of existing, sharable services from DOI and federal repositories, whenever possible. Rationale: • Maximizes investments by exploiting the use of reusable services and assets. • Optimizes the use of business and IT services development resources increasing the return on these investments. • Facilitates sharing of services, systems, components and infrastructure within DOI Bureaus to increase collaboration and information exchange. • Builds strategic relationships with Federal Agencies by cooperating and participating in shared initiatives across Federal agencies. • Reduces risk by deploying reusable and shared services that have been designed for interoperability. Implications: • Reusable services will require standards for development and use that facilitate interoperability, while supporting Federal Enterprise Architecture principles. • Procedures for evaluating reusable services will need to be established and integrated within Governance and Change and Configuration Management processes. • Services Policy must be designed to ensure that service agreements to obtain shared or reusable services adhere to the architecture, particularly where this may impact the buy versus build economics and limit the number of qualifying services. 12
    • • Security design considerations for shared services must be given the highest priority during construction and maintenance. • Changes to reused or shared services will have a broader impact. Technical Architecture Requirements: • Provide common application and data interoperability mechanisms to facilitate process interoperability and information exchange. (RTA-4) • Provide a serviced-oriented integration platform. (RTA-11) • Provide an adaptable, flexible architecture framework. (RTA-12) Associated DOI Initiatives: • Reusable/shareable Geospatial services layers (e.g., hydrography) via the USGS National Map (e.g.,) • Establishment of interoperability standards and system integration standards via the Technical Reference Model (TRM). • Re-use of federal E-Authentication services • Re-use of DOI Active Directory to support single-sign on. Principle 5: Solutions-focused Approach IEA provides and promotes solutions-focused approach emphasizing the basic requirement to satisfy business and customer needs as the primary consideration when designing technology solutions. Rationale: • Improves customer service and satisfaction. • Solutions are designed to accommodate business needs, strengthening the linkage between the infrastructure and the business process. • Utilizes a standard solution set that can be quickly assembled. • Provides greater stability through standard interfaces. • Allows seamless integration of data resources. Implications: • An enterprise solutions development methodology must be developed to ensure consistent application of procedures and standards. • Each solution requires understanding of the specific business purpose and customer requirements to ensure solutions meets the expectations and needs of the intended business stakeholders. • SOI platform and modularity standards and evaluation criteria need to be developed. Technical Architecture Requirements: • Provide a serviced-oriented integration platform. (RTA-11) • Provide an adaptable, flexible architecture framework. (RTA-12) • Provide standard technology interfaces. (RTA-13) • Provide re-usable service patterns and components and monitor the return-on-investment afforded based on usage. (RTA-19) • Facilitate the creation of a SOI model that establishes the architecture foundation for Enterprise Integration Services (EIS). (RTA-21) Associated DOI Initiatives: 13
    • • Integration of numerous systems into the target FBMS via SAP’s Netweaver. • Establishment of interoperability, portal, system integration standards via the Technical Reference Model (TRM). • Solution architectures developed for FBMS and IMARS by DOI CTO. Principle 6: Business-driven Planning IEA establishes an IT planning foundation based on business priorities. The DOI Strategic Plan goals and outcomes provide business direction in developing key IT products and services that are defined in the IEA to support the business vision. Rationale: • The architecture has the most value when closely aligned with the Interior strategic direction ensuring that technology investments provide maximum benefit to the Department. • IT solutions exist to support the needs of the business. Therefore, the IEA must support Interior’s vision, business strategies, plan and outcomes. • Business-driven architecture can bridge and shorten the gap between changing business needs and information technology capability. • A Business driven architecture can provide a shared and common enterprise vision for the evolution of information technology. Implications: • Architectural solution choices must be linked to business drivers. • The modernization blueprint methodology must be used to guide alignment of IT with the business strategies. • The IEA must promote the establishment of joint business and technology direction and strategies for business and IT initiatives. • IEA processes must provide business and IT guidance to integrate assessments of major internal and external business drivers and information requirements. Technical Architecture Requirements: • Provide the ability to collect, model and analyze Interior’s internal and external information (e.g., financial, constituent, demographic) across Interior for decision-making and accountability. (RTA-2) • Enable an increase in the types and quantity of internal business metrics collected, monitored and analyzed for use by management. (RTA-4) • Plan and develop a business-driven, solutions-focused architecture as the department's enterprise architecture, establishing a business and technology blueprint and standards framework. (RTA-25) Associated DOI Initiatives: • Automated “gap” and “overlap” analysis of systems to performance outcome/measures via DOI EA Repository (DEAR). Note: DOI systems and investments are mapped to Interior’s strategic plan within DEAR. This information is leveraged in creating modernization blueprints. • Methodology for Business Transformation (MBT) provides a structured approach for creating and implementing modernization blueprints towards improving mission performance. 14
    • • Coordination with the OCIO Portfolio Management Team to establish formal interfaces and exchange of information for planning, programming and budget initiatives according to criteria specified in the Project Management Body of Knowledge (PMBOK). 15
    • Principle 7: Modular and Adaptive Development SOA facilitates the development of an IT environment that will be modular and independent ("atomic") in nature. The adaptive SOA will enable dynamic capabilities and reconfiguration of the application services to respond to business change. Rationale: • The architecture has the most value when closely aligned with the Interior strategic direction. • Modular and adaptive services provide opportunities to reduce Business and IT development costs and time. • Modular and adaptive services improve the ability of systems to adapt to changing business requirements because the changes will be isolated to affected modules and will be reconfigurable. • Enables the adaptability of the government's business processes, adding, removing, modifying or reconfiguring services with less complicated procedures. Implications: • While life cycle costs will be lower, development costs may be higher, since the analysis and design need to consider generic use cases and implementation of additional requirements. • IEA will need to establish standards and guidelines for developing modular and adaptive solutions. • The IEA must develop and provide components that are self-contained. The components will be independent of other components: the run-time environment and source of data. • The IEA must establish Business Process Planning practices that facilitate understanding of business processes. Technical Architecture Requirements: • Provide an adaptable, flexible architecture framework. (RTA-12) • Enable IT integration facilitated through an enterprise-wide, standardized infrastructure. (RTA-17) • Support modular and adaptive solutions, whether leased, purchased or developed internally. (RTA-27) Associated DOI Initiatives: • Automated “discovery” of re-usable/shareable services via DEAR. Note: DOI systems and investments are mapped to the OMB Service Reference Model (SRM) to identify potential service re-use/sharing opportunities. This information is leveraged in creating modernization blueprints. • MBT- Solution Architecture Design Criteria - A cohesive set of architecture artifacts (based upon the FEA reference models) are being incorporated into information technology planning, programming and budgeting activities. This enables consistent use of modular functionality across IT investments. Principle 8: Federated Program Management The IEA program supports the implementation of policy and architecture, accommodating the need for Bureau-unique functionality and business requirements. The IEA program is supported by a methodology and system of governance that promotes optimal outcomes across a highly diversified set of Bureau mission areas. 16
    • Rationale: • A federated system of governance can optimize outcomes across the enterprise. • The Federated principle guides the implementation of solutions to meet Interior-wide requirements, as well as guides decision-making to maximize business benefit to each individual Bureau. • The federated environment and management structure establishes a framework for business and information technology promotes better results. Implications: • Bureaus will continue to manage their own business and information technology strategy, development, implementation and support, but in cross-cutting initiatives federated principles should apply. • The IEA needs to ensure that federated activities of Interior’s business and IT are managed in a way that maintains a cohesive environment. • Policies for federated governance and management are needed to establish authority and requirements for compliance and participation. • DOI governance objectives need to be linked to and supported by information management objectives. • A Governance Risk Management Plan that identifies governance risks and appropriate risk mitigation actions should be developed, implemented, regularly assessed, and updated as needed. • Enterprise Governance Change Management and Communication Plans to support DOI governance objectives must be established and monitored. • The change management plan should be linked to the Risk Management Plan. Technical Architecture Requirements: • Provide Web-enabled access to enterprise solutions. (RTA-16) • Enable IT integration facilitated through an enterprise-wide, standardized infrastructure. (RTA-17) • Provide strategies for integrating shared data representation, transformation, validation, querying and administration. (RTA-18) • Support the implementation of roles-based access integration. (RTA-22_ • Support the development or acquisition of a repository for housing shareable services. (RTA-23) DOI Initiatives: • Automated analysis of bureau-unique and cross-cutting functions and supporting systems/investments via DEAR. Note: DOI systems and investments are mapped to the DOI Business Reference Model (BRM) to identify potential “gaps” and “overlaps” in functionality. This information is leveraged in creating modernization blueprints. • The DOI Governance bodies, with representatives from all bureaus and offices, support the integration of federated activities. These groups are supported by web-enabled sites with access to enterprise solutions and DEAR. Principle 9: Information is an Interior asset. Information is valued as an Interior asset to accelerate decision-making, improve management of operations, and increase accountability. Rationale: 17
    • • The value of information is not realized if it is held in isolated pockets. • Information must be shared to maximize effective decision-making across lines of business and with partners. • Information is necessary for analysis, modification, and deployment of new activities to accelerate business process cycles. • Increased access leads to improved integrity and relevance of data. Implications: • Need to promote interoperable information management, such as data warehouses and data access methods that facilitate information availability for decision-making. • Standardized data and data harmonization will be required to facilitate information exchange. • Information needs to be structured for easy access and management, timely availability, and use. • Metadata (information about the data, such as source, units of measurement, and collection methods, accuracy and integrity) will need to be developed, measured and made available. • Information management objectives should be linked to DOI and bureau strategic and operational outcome objectives. • DOI information management objectives need to be linked to and supported by governance activities and objectives. Technical Architecture Requirements: • Provide the ability to collect, model and analyze Interior’s internal and external information that needs to be used across Interior for decision-making and accountability (e.g., financial, constituent and demographic information). (RTA-2) • Provide strategies for integrating shared data representation, transformation, validation, querying and administration. (RTA-18) • Provide common application and data interoperability mechanisms to facilitate process interoperability and information exchange. (RTA-4) • Support information exchange management, including XML schemas and XML repository. (RTA-9) Associated DOI Initiatives: • FEA DRM participation (Note: DOI was only federal agency cited in OMB DRM Version 1.0). • Establishment and continued evolvement of the Recreation XML standard. • Continued evolvement of the DOI Data Reference Model (DRM). Currently the model spans multiple business areas (e.g., law enforcement, Indian Trust, Wildland Fire, etc.) • On-going data architecture governance through the Data Advisory Committee. • Establishment of the DOI Data Resources Management Framework which provides policies and procedures for establishing data standards and data management. • Continued updating of the DOI TRM which identifies standards and product specifications which support seamless data exchange (i.e., XML). • Implementation of the Common Alert Protocol (CAP) for exchanging information on incident alerts. Principle 10: Data and Information Stewardship Data and information must be managed and maintained by assigned stewardship responsibilities to support the mission of Interior. 18
    • Rationale: • Data is a resource important to the accomplishment of Interior’s work. Like natural resources, data needs stewards who are responsible for its valuation, preservation, security, access and utilization across Interior and with the public. • Data stewards will promote common business rules, which would facilitate information sharing and improve data integrity. Implications: • Recognition that business area personnel need to be responsible for stewardship of the data and the commitment of the resources necessary to make stewardship happen. • Stewardship includes responsibility for clarification of the data’s meaning, content, and reuse. • Stewardship includes responsibility for managing data’s consistency, timeliness, accuracy and completeness. • The scope of stewardship must be very sensitive to the sources and uses of the information, ensuring security, confidentiality and privacy are protected. • A fully staffed Data Steward Program is needed to oversee development and management of data integrity, accuracy and accessibility. • Supporting policies regarding security, privacy, confidentiality, information sharing, information integrity, utility and data relevance must be developed and implemented. • Training should be developed and provided to support the data stewardship program. • Data stewardship responsibilities and achievements should be reflected in annual individual performance evaluations. • Meta data must be managed. Technical Architecture Requirements: • Support a shared data, information, and records infrastructure environment that provides flexible access to a consolidated data source. (RTA-1) • Provide data defined with standard definitions and stored in a common repository that is maintained by assigned data stewards. (RTA-28) DOI Initiatives: • DOI Stewardship Program. • Data Advisory Committee. 19
    • 4. Derivation of Business Value from ICA Principles This section describes how the ICA Principles defined in the previous section influence Interior capital investment planning, solution development, and IT infrastructure planning. The ICA Principles are based on the Interior’s CRV which defines Environmental Trends, Business Strategies, Business Drivers, and Business Information Requirements. These trends and requirements are made ‘actionable’ by translating the business requirements into CRV Requirements for Technical Architecture that result in DOI’s Modernization Blueprint initiatives. The ICA Principles, in essence, guide and constrain the IEA’s visionary target state that each Modernization Blueprint incrementally moves the DOI towards. The Modernization Blueprints are created in accordance with a structured development methodology, the Method for Business Transformation (MBT), which integrates Architecture Governance, the FEA Reference Models, and support for Service Oriented Architectures. Different stakeholders will view and utilize the ICA Principles in different ways with the common end goal of developing cost-effective IT that is aligned with Interior mission objectives. Consider the following stakeholders and how they can derive value from the ICA (see Table 4-4): Table 4-4. ICA Principles Use Stakeholder Group Use of ICA Principles Target EA development team Target EA development teams have a major impact on the way in which detailed solutions will be defined and aligned with a target. If the target EA development team and the solution development teams use the same set of ICA Principles to guide their architectural decision, it provides the foundation for alignment and forms the foundation for enabling cross-cutting initiatives supporting a line-of-business solution across organizational boundaries. Business Process Managers and Business process managers and owners expect to use the ICA Principles as Owners guidelines while developing modernization blueprint segment recommendations. The modernization blueprint recommendations need to address the overall business goals and objectives translated in a meaningful way, and supported by a principle. Such that the recommendations do not become a ‘wish list’ for technology, but rather provide realistic recommendations that the DOI is willing to invest in a new initiative. Capital Investment Planners Capital investment planners have a major impact on the way in which both the business and IT decision-makers will work together and make future investment decisions. Capital investment planners use the ICA Principles to assess the alignment of an investment with the EA. During the Capital Planning and Investment Control (CPIC) process the ICA Principles can be used as a scoring mechanism for the select and evaluate phases. Solution Architects Solution Architects can use ICA Principles to support the migration to target architecture. Use of ICA Principles will ensure an implemented solution that takes into account design (security, quality and performance) and infrastructure constrains, and guides the implementation of a system. The ICA provides a high-level roadmap and collection of strategic principles to achieve target architecture from the baseline architecture via the transition plan. The Solution Architecture uses this information to ensure alignment of the current systems that are being developed with the target architecture. The Solution Architecture shares knowledge and experience using the EA components as a guide to implement a specific solution. IT Manager The ICA Principles aid the IT manager in making decisions on how to reduce the diversity of the IT infrastructure by determining how to apply enterprise licensing agreements, basic ordering agreements, desktop image standards, server and storage consolidation, and improved IT service support 20
    • The ICA Principles act as architectural guidance in support of the MBT but also as a mechanism to integrate each of these IEA program elements. Figure 4-2 depicts the relationships between the IEA program elements. Interior Enterprise Architecture CRV Sets the direction for Architecture SOA Principles Investment Strategy Decisions Influence decisions Architecture Guides Governance Guides Oversees the Modernization development Blueprints OMB Incorporated into MBT follow Reference Models DEAR utilizes/updates Analysis and Artifacts to Build Transition AS-IS Strategy TO-BE Figure 4-2. Interior Enterprise Architecture The IEA program facilitates the delivery of quality, cost-effective IT that enables the Interior to effectively accomplish its mission. The IEA program also meets the requirements of the Clinger-Cohen Act that specifies the need for "an integrated framework for evolving or maintaining existing information technology and acquiring new information technology to achieve the agency's strategic goals and information resources management goals." As will be described further below, the ICA Principles shape how DOI governance is formed and executed, how the IEA’s target state is envisioned, how modernization blueprints mitigate strategic gaps, how DEAR is configured, how the FEA models are interpreted and mapped, and how DOI proposes to adopt SOA. 21
    • 4.1 Architectural Governance IT principles establish mandates for IT architecture and architecture governance. IT principles set the strategic role for IT, including issues such as structure, strategy alignment, culture, mission, values, norms, and balance of business-unit autonomy vs. commonality. As such IT principles, specifically the ICA Principles, set the stage for DOI Architecture Governance. Governance is a critical aspect of successful enterprise architecture. Governance enables compliance with architecture policy and standards designed to benefit the entire organization, including IT management. As the IEA continues to mature and evolve, the governance process and structure can enable the consistent application of EA standards and product development and use. The IEA program works closely with the Capital Planning and Investment team, as well as the Program/ Project Management teams to ensure that DOI investments are carefully planned, managed, aligned and integrated into the IT environment. This enables the DOI to leverage IT assets and maximize the value of investments according to a structured technology transition plan. The governance model seeks to address mission needs by promoting a collaborative environment, unifying business leaders and technical leaders with a process and business rule to make decisions that impact Interior’s investment portfolio. Establishing defined responsibilities and consistent communication between governance related groups is also of high importance to the success of this effort. The Interior’s governance model also establishes critical relationships between domain-oriented governing bodies, including the Department’s business and IT leadership, e-government council, business architecture and technology management groups and several existing groups directly related to implementing this strategy. Finally, the governance model establishes and strengthens the federated relationship between Departmental governance and Bureau-based governance policy and structures to ensure alignment of investments. Rather than creating a drastically new organization and process management structure, the DOI’s governance model builds on existing IT organizations and integrates with the ongoing IT portfolio management process. At the DOI, the governance bodies represent both business and IT and are empowered to make funding recommendations. 22
    • IRB e-Gov ITMC IAWG IBAT DAC ARB/CTOC TETs PRM BRM DRM SRM TRM Figure 4-3. DOI Governance Structure In Figure 4-3, information shown for the FEA models are maintained and stored in the DEAR which is governed by a change control board, DEAR IPT, (not shown on above figure). Above the reference models (e.g., PRM, BRM, etc.) are the governance bodies that provide oversight for the development and use of this information. The IBAT or Interior Business Architecture Team consists of architects and business representatives from the Bureaus. This team is responsible for recommending modernization priorities and providing research and proposals that substantiate their recommendations. The DAC or Data Advisory Committee provides a data stewardship role and includes representatives from all bureaus. Both of these teams report to the e-Gov team, which is primarily comprised of senior representatives from DOI’s business community.. The Architecture Review Board (ARB) and Chief Technology Officer’s Council (CTOC) reports to the Information Technology Management Council (ITMC) comprised of the Department and bureau Chief Information Officers. The artifacts created by the IBAT, DAC, and the CTOC are all under the general purview of the IAWG, Interior Architecture Working Group which includes all Interior Chief Architects. The ARB and CTOC currently have domain lead in the technology architecture space. One aspect of governance responsibilities is the alignment of investments with the business direction documented in IEA artifacts. The DOI’s integrated planning process ensures that the artifacts are appropriately used at the right time in the overall process. Through the Capital Planning and Investment Cycle (CPIC), enterprise architecture artifacts are leveraged throughout the investments lifecycle as shown in Figure 4-4. The yellow boxes are enterprise architecture functions provided in support of these planning functions. The IEA also incorporates Activity Based Costing (ABC) data generated in Workforce Planning during the analysis of business processes. 23
    • Figure 4-4. CPIC and Workforce Planning Relationships 24
    • 5. Modernization Blueprints The development of Modernization Blueprints is guided, in part, by ICA Principles. Modernization Blueprints identify the current or “as-is” and target architectures with an associated transition plan. The target architecture is primarily related via a set of recommendations that can range from system retirements and interfaces to recommended business processes for re-engineering to improve mission performance. The transition plan both identifies the high-level dependencies between recommendations and provides both strategic (e.g., recommended projects requiring over 18 months to complete) and tactical (e.g., recommended projects that can be completed in less than a year and absorbed within the annual O&M funding for an investment). Due to the above factors, this transition plan can be thought of as a detailed sequencing plan that contains both short-term and long term recommendations for a particular Line of Business (LoB). Modernization Blueprints contain findings and recommendations resulting from architectural analyses for a given LoB. Modernization Blueprint recommendations address data, information, and technology necessary to meet mission needs, within and across departments. For the DOI, these Modernization Blueprints are created using a structured development methodology called the Method for Business Transformation (MBT). Each blueprint is reconciled back into the overall IEA to leverage cross-cutting information sharing and services across business lines. The following is a list of the DOI’s Modernization Blueprint efforts that are planned/underway/in the process of being implemented. • Human Resources Management • Aviation Management. • Financial Management. • Geospatial • Law Enforcement. • Indian Trust • Recreation • Water Resource Management. • Wildland Fire Management. Methodology for Business Transformation (MBT) The DOI approach for transforming enterprise systems from their current state to a planned target state is called the Methodology Business for Transformation (MBT). The MBT was founded on the premise that EA is primarily about business transformation. MBT features a structured process and toolset to deliver an “actionable architecture”. The MBT addresses all dimensions of a business including its stakeholders, to its strategy, to its processes, and its resources. The MBT consists of analytic and implementation steps related to business modernization. For this reason, it is critical that the analysts, business owners, and technical specialists working with the MBT are knowledgeable about the DOI’s governance framework to ensure that the proper steps are followed, the appropriate analyses are completed, and that conclusions are sound. The MBT is supported by a robust governance structure. Decision gates are integrated into the MBT which call for active participation of DOI’s IT governance teams to ensure EA alignment. For example, between major steps in the MBT, there are review activities and acceptance decisions that must be adhered to in order for the analysts to move to the next MBT step. These review and acceptance decisions are led by the DOI governance bodies to ensure appropriate levels of oversight and compliance. ICA Principles provide overarching guidance and direction across a number of the MBT analytic and implementation steps. 25
    • Use of the MBT provides line of sight between business drivers and implemented systems. The MBT itself consists of 12 detailed steps along with maintenance of the blueprint after implementation as illustrated in Figure 5-5. Modeling tool and repository support for the MBT is provided by the DOI’s Enterprise Architecture Repository (DEAR). Create the Blueprint (6-12 months) Implement Business Transformation (1-5 years) Maintain Architecture (continuous) Figure 5-5. Modernization Blueprint Process As a result of MBT steps, new investments may be sent to the IRB and approved as a part of DOI modernization efforts or to fill gaps in the IT portfolio between the “as is” and “to-be” architectures. It should be understood, however, that there may be other investments coming to the IRB. At a minimum, these investments need to be evaluated with regard to existing IEA artifacts as shown in step 1 of Figure 5-6. 26
    • Approved Obtain information Investment about the IEA 1 Defined Detailed Solution  IEA Conceptual Architecture  IEA Common Requirements Vision (CRV)  IEA Conceptual Architecture Principles (CAP)  Modernization Blueprints finding and recommendation  DOI Reference Models in DEAR  Methodology for Business Transformation (MBT)  TRM contains standards,  DOI Enterprise Architecture Repository (DEAR) Be familiar with specifications and technologies  PRM: strategy, goals, and objectives DOI standards 2  DRM contains the Interior’s data  BRM: business function and processes standards and models. Know about  System Architecture Domain governance bodies  Deployment Architecture Domain and planning Validate SA processes alignment 3 with EA Gain skilled at Submit SA for using the IEA Approval and 4 Review Provide  E-Government Governance structure SA – Solution Architecture feedback &  CRV  DOI business and IT governance bodies EA -- Enterprise Architecture  CAP  Planning processes update EA  MBT  DEAR Figure 5-6. Relationship between Solution Architecture and IEA 5.1 DOI Enterprise Architecture Repository (DEAR) The DOI selected Popkin’s System Architect as the architecture modeling tool supporting the Interior’s modernization effort. As part of the Interior’s modernization blueprint effort, architecture artifacts are being reviewed and imported into the DEAR modeling tool. DEAR is a repository of integrated enterprise architecture data. The DEAR modeling tool emphasizes data integration and re-use of enterprise objects. It also features reporting capabilities that greatly expands access to integrated enterprise architecture data. DEAR has been tailored to fully support the Interior’s modernization blueprint methodology and OMB FEA reference models. DEAR features a tailored user interface, DOI- defined diagrams, 100s of DOI-defined model objects, stakeholder views, and a custom DOI framework. Further details on DEAR are provided on the IEA website9. DEAR is the authoritative source of Interior’s application systems and architecture reference models (PRM, BRM, SRM, DRM and TRM). The DEAR is used as an analytical tool to develop modernization blueprints for specific lines of business functions (such as Recreation and Law Enforcement). In accordance with OMB FEA guidance and directives, the Interior’s major applications are mapped to the FEA models (PRM, BRM, SRM and TRM) to drive the analysis discussed above. The IEA works closely with all stakeholders and IEA sub-teams to ensure the information contained in the DEAR is accurate, current and reflects the systems’ capabilities. The IEA Conceptual Architecture, OMB FEA reference models and the DEAR domain models are used to align detailed project specific solution architectures with the enterprise target architecture, based on concepts and principles in the ICA and artifact information available via DEAR. 9 http://www.doi.gov/ocio/architecture/dear/ 27
    • 5.2 Service-Oriented Architecture (SOA) Strategy One of the most pressing examples of a performance gap at many Federal Agencies is the demand for improved on-line business services (internal and external). Finding a solution for this gap in the context of a resource-limited operating environment depends on an Agency’s ability to see how current resources support existing business functions, as well as to envision what new resources and business processes will be needed based upon an overarching set of guiding principles, such as the ICA’s Principles. These help DOI determine when to leverage SOA and in what capacity to meet customer needs. SOA is an application framework that takes everyday business applications and breaks them down into individual business functions and processes, called services. An SOA lets you build, deploy and integrate these services independent of applications and the computing platforms on which they run.”10 SOA is not a standard set of technologies; but in concept, an architectural principle. SOA is a method of building the mission services using proven technologies, while following the concept of establishing business and information connectivity based on reusable building blocks with standard interfaces. This concept enables DOI to expeditiously assemble parts of an integrated business solution using predefined standards-based services. The SOA architecture exploits a set of connectivity standards that allow DOI applications to access and provide services in a cohesive and managed, yet flexible environment. In a mature SOA environment, changes necessary for the implementation or provision of a service can be made without impact to its interfaces or connected services. From a business perspective, SOA is a set of services that a business wants to expose to their customers and partners or other portions of the organization. According to Gartner, SOA is a key enabler in creating horizontal services in support of e- government11. SOA allows Departments to leverage common line-of-business opportunities as well as increasing efficiencies of IT services. Gartner estimates that more than 60% of enterprises will have adopted service orientation as the guiding principle in the design of mission-critical applications by 2008. According to a Yankee Group survey, two-thirds of early adopters say that a service-oriented architecture has reduced complexity in distributed applications, while more than three-quarters believe it has enhanced their ability to collaborate with business partners. The adoption of a SOA results in a number of benefits: • A much more agile environment than that of a traditional isolated, stand-alone application. Well-defined services are knitted together through a loose coupling of service components. This allows any reconfiguration to be a much easier task. The achievement of this benefit is supported by the guidance of Principle 4 for re-usable products and services, and Principle 7 for modular and adaptive development. • Integration of components is simplified with the use of standard interface technologies. The achievement of this benefit is supported by the guidance of Principle 5 for solutions-focused approach using a service-oriented integration platform. • Re-use of service components and standard interfaces reduces complexity and drives down development costs by eliminating duplicate systems that are built once and leveraged. The achievement of this benefit is supported by the guidance of Principle 4 for re-usable products and services. 10 IBM Global Services http://www-128.ibm.com/developerworks/webservices/newto/ 11 “Guidelines for Implementing Service-Oriented Architectures in Government”, March 2005, Gartner Research 28
    • • Flexible business models enabled by increased granularity of processes (“services”). The achievement of this benefit is supported by the guidance of Principle 7 for modular and adaptive development. • Offer new services to customers without having to worry about the underlying IT infrastructure. The achievement of this benefit is supported by the guidance of Principle 7 for modular and adaptive development by developing self-contained services. • Changes the focus from technology to business solution, with more emphasis on the understanding the business problem and providing a service that innovatively meets the needs of the business user. The achievement of this benefit is supported by the guidance of Principle 5 solutions-focused approach and business-driven planning. • Helps ensure that business knowledge in legacy applications can be accessed in a new, integrated, service-oriented architecture. The achievement of this benefit is supported by the guidance of Principle 2 for transformational strategies. Alignment of SOA investments with the enterprise architecture is a significant consideration in the implementation of an SOA. For the IEA Conceptual Architecture, OMB FEA reference models and the DEAR domain models are used to align detailed solutions with target architecture, based on concepts and principles in the ICA and artifact information available via DEAR. Figure 5-7 (from Gartner Research12) illustrates the relationships between the FEA Reference Models and SOA. Figure 5-7. Relationship between the SOA implementation and the FEA The identification and definition of SOA services in alignment with the enterprise architecture may be achieved using a three step approach as shown in Figure 5-8. The first major step is to identify candidate services and the flows between composite services (higher level services that are themselves made up of lower level services). In the second major step, candidate services are selected that will actually be implemented as services and develop more detailed specification including the service components that will realize them. The reason for this filtering step is to avoid the tendency to implement every capability as a service. Services require an investment and should be considered an enterprise asset and therefore should be implemented only when needed to meet the needs of the business. The third major step captures realization decisions (concurrently with steps one and two) for 12 “Guidelines for Implementing Service-Oriented Architectures in Government”, March 2005, Gartner Research 29
    • the service components. A realization decision, for example, is to build from scratch or perhaps to build by “wrapping” an existing capability of a particular legacy application. Identification of candidate Services and Flows Specification of Services, Components, Flows Realization Decisions Copyright IBM Corp 2005 Figure 5-8. Identification and Definition of SOA Services A primary source that can be used to identify candidate services via the FEA reference models is the service reference model (SRM) which provides a standard taxonomy for describing service components and capabilities. Since DOI has mapped its system and investments to the SRM in its DEAR, this information can be readily “mined” as a starting point for system developers seeking to discover potential services for re-use/sharing. The Business Reference Model (BRM) may also be leveraged to identify potential re-usable functionality/processes that can be “wrapped” and exposed via a standard interface. Finally, the PRM specifies the goals of the business through a performance model. The PRM is a source for identifying needed services that are required to support mission needs and improve mission performance. There are several heuristics that can be applied to the process of filtering the candidate services to identify those that should truly be implemented as services. First, the service should be aligned with the needs of the business by being directly aligned to the goals identified in the PRM. In addition, the business should be willing to fund the full lifecycle implementation of the service and be willing to share it internally and externally. Second, the service should be self-contained, technology neutral and able to be combined with other services to accomplish larger business functions. The service should also have the ability to be described by an interface that hides the implementation details. Finally, the service should eliminate redundancy by being able to be used in all processes where the function the service implements is required. If a service doesn’t satisfy any one these heuristics, then it should not be implemented as a service. For all the candidate services, a decision needs to be made about which services should be exposed. The services must be traceable back to a business goal, or it may not yield benefits required for SOA implementation. The services need to be based on a principle and meet a technical architecture requirement. Also, the services need to be used by the business stakeholder within all processes where its function is required. Finally, business goals and performance need to be measured for refinement of services or identification of new services. 30
    • 6. Enterprise Results Guided by the DOI Conceptual Architecture There are many Federal Agencies that are pursuing modernization. Many organizations are seeking modernization purely within their technical infrastructure. At DOI, the emphasis is first on improving mission performance and focusing on the business organization’s customers, the business organization’s strategy, and its associated business processes. Once the business organization is fully analyzed, the technology resources are then analyzed from the perspective of the business architecture. This structured method is why DOI has such a diverse array of transformation initiatives that are focused on business strategy, process, technology, and workforce. In a planning environment that results in such a wide variety of transformation initiatives, it is critical that the federated architecture be developed using a conceptual architecture. The DOI Conceptual Architecture document establishes a set of Conceptual Architecture Principles that ensure quality and consistency in direction. The remainder of this section is designed to demonstrate putting conceptual architecture principles into action by demonstrating a range of examples that illustrate the coordinated, consistent, and integrated approach to enterprise wide change within the Department. Principle 1: “Actionable” Architecture Interior Enterprise Architecture provides added value when its products and services are aligned with business, integrated to enhance mission performance, and used as a driver to improve process execution. This Principle is in action in the following transformation initiatives: Recreation – Non-Commercial Permitting: The IRB approved Recreation Blueprint includes a wide variety of business and technology recommendations. One such recommendation is to standardize the processes and systems associated with non-commercial recreation permits within the Bureaus. The Enterprise Architecture analysis and work products worked through the Recreation goals and objectives and existing business environment and concluded that the non-commercial permits processes were a target rich environment for improving the way that we do business, interact with citizens, and expend the time of field staff and technology resources. As a result, the Modernization Blueprint recommended a business process reengineering effort to more closely analyze the non-commercial recreation permits processes. The result of the BPR initiative will be the definition of a lower level architecture that standardizes the way that permits processing is handled in conjunction with the National Recreation Reservations Service and the other dimensions of the recreation business area. The end result will be an increase in mission performance and a more efficient set of business processes and technology solutions. Financial Management – System Retirements: The IRB approved Recreation Blueprint includes a wide variety of business and technology recommendations. One such recommendation is to standardize the processes and systems associated with non-commercial recreation permits within the Bureaus. The Enterprise Architecture analysis and work products worked through the Recreation goals and objectives and existing business environment and concluded that the non-commercial permits processes were a target rich environment for improving the way that we do business, interact with citizens, and expend the time of field staff and technology resources. As a result, the Modernization Blueprint recommended a business process reengineering effort to more closely analyze the non-commercial recreation permits processes. The result of the BPR initiative will be the definition of a lower level architecture that standardizes the way that permits processing is handled in conjunction with the National Recreation Reservations Service and the other dimensions of the recreation business area. The end result will be an increase in mission performance and a more efficient set of business processes and technology solutions. 31
    • Principle 2: Transformational Interior Enterprise Architecture provides a roadmap through Modernization Blueprints that facilitates Interior modernization, creating a line of sight through all aspects of the business in order to achieve success in mission transformation. This Principle is in action as detailed below: Overall Progress – A Summary of Progress by Line of Business: Overall there have been detailed Modernization Blueprints created for four lines of business within DOI. The intention of the IEA program is to incrementally work through the lines of business at DOI to modernize each area while also developing horizontal services that can be leveraged by multiple business areas. The incremental approach to enterprise modernization allows the IEA program to manage the rate of change to ensure that DOI maintains a sustainable change rate. This concept is a commercial best practice and is a recognition that organizations with high mission complexity are at risk of taking on too much modernization too quickly and therefore putting all modernization at risk. Figure 6-9. Analysis State for Systems The progress to date has been impressive as the business areas studied reflect major components within the Department. Figure 6-9 illustrates, above, the percentage of systems within the DOI system inventory that have been analyzed or planned to be analyzed as part of their respective lines of business. Four business areas were studied in FY2004 and five additional business areas are scheduled for study. As each business area study is complete, the enterprise architecture and transition plan is extended. Law Enforcement – Overall Modernization: The Law Enforcement business area was studied by the Interior Enterprise Architecture team in FY2004. The resulting Modernization Blueprint included a well rounded set of transformational recommendations that include the program, system, business, and data dimensions of the business area. For example, the Blueprint concluded that there existed redundancy within existing law enforcement systems, that there were opportunities for greater integration between legacy systems, and that there are core activities performed within the Bureaus that could be standardized. The Law Enforcement analysis was not focused on aspect of the business but rather on 32
    • business and process as well as technology and data. This is a direct result of IEA’s Methodology for Business Transformation (MBT). Principle 3: Collaborative Interior Enterprise Architecture promotes an environment that emphasizes the inclusive participatory rights of customers and stakeholders, rather than policies that exclude the opinions of those who have a vested interest. This Principle is in action in the following transformation initiatives: Wildland Fire – Collaboration between Forest Service and DOI: The Wildland Fire business area is divided between several Federal Agencies with the bulk of the responsibility resting with USDA Forest Service and DOI. In FY2004, the DOI Wildland Fire business area was studied by IEA. The resulting findings and recommendations were shared with the larger Federal Wildland Fire business community and plans were put into place to leverage the DOI recommendations as part of the work stemming from the National Wildland Fire Enterprise Architecture Steering Group (NWFEASG). The Methodology for Business Transformation (MBT) is built around the principle of collaboration between organizations, stakeholders, and customer groups. As evidenced by Wildland Fire, the collaboration aspects of Enterprise Architecture analysis within DOI are of critical importance as target architectures and migration plans are assembled to modernize business areas. In the case of Wildland Fire, members of several Federal Agencies were interviewed and included in preparing the DOI Wildland Fire Blueprint. Upon completion and acceptance of the DOI Wildland Fire Blueprint, the collaboration continued to extend to newly established governance groups and the existing National fire organizations. The result is a target state architecture and transition plan that has been built in a highly collaborative setting. This ensures a better target state and a lower risk transition strategy. Geospatial – A Bureau led Blueprint that Touches All Bureaus and Offices: Collaboration was built into the Methodology for Business Transformation (MBT) to accommodate inter-Agency business areas such as Wildland Fire as well as to accommodate inter-Agency service areas such as Geospatial. The Geospatial capability extends as a service to virtually every business area within DOI, the USDA Forest Service, and other Agencies such as EPA. By leveraging the MBT, the U.S. Geological Survey will be taking lead on developing a target state and transition plan for this widely used and heavily invested in capability. The collaboration focused lessons learned from Wildland Fire and Recreation have been incorporated into the MBT and will be leveraged heavily in the development of the Geospatial Modernization Blueprint. The result will be a more effective and more accurate target state and transition plan for Geospatial. This is a direct result of the incremental approach to developing the enterprise target architecture which affords the DOI and Bureau architects the time to incorporate lessons learned for these challenging collaborative analysis initiatives. Principle 4: Modular, Adaptive and Reusable Services (service-oriented architecture) Interior Enterprise Architecture promotes modular, adaptive and reusable service-oriented solutions. Service Oriented Architecture (SOA) facilitates the development of an IT environment that will be modular and independent ("atomic") in nature. The Adaptive SOA will enable dynamic capabilities and reconfiguration of the architecture services. Solution Architectures will be assembled from an agreed upon set of existing, sharable services from DOI and federal repositories, whenever possible. This Principle is in action in the following transformation initiatives: DOI Technical Infrastructure Services: Reusable services are at the forefront of thought for the Office of the CIO (OCIO) at DOI and for the IEA program. Within the OCIO organization there have been several reusable services that have been identified for implementation in order to improve efficiency, reduce risk, and save money. These reusable services were identified by looking for 33
    • infrastructure capabilities that were repeated often within DOI, and had very similar functions. As a result of the analysis done to identify potential reusable services, the OCIO organization is sponsoring the implementation of: • Active Directory – A single authoritative directory to replace the hundreds of existing directories. • Enterprise Services Network – Establish a single, centrally managed wide area network for the Department of the Interior. • Enterprise Messaging – Eliminate Lotus Notes Messaging and Groupwise and standardize on MS Exchange. Reduce from hundreds of messaging servers to two or three enterprise servers. • Consolidated Web Services – Reduce from hundreds (2500+) distributed web servers to a right sized enterprise hosted environment. The establishment of these technology infrastructure services has been incorporated into the existing IEA developed Modernization Blueprints and will be a significant enabler for the other business areas as their target business architectures are approved and the associated target technology architectures are developed. Federal e-Government Initiatives: The President’s Management Agenda places a heavy emphasis on electronic government and the idea of leveraging modern technologies to improve overall efficiency and delivery of services to citizens. DOI is impacted by 19 of the PMA e-Government initiatives including 2 of the initiatives where DOI is the managing partner (Geospatial One Stop and Recreation One Stop). Many of the PMA e-Government initiatives represent Federal standard services that can be used by many business areas within DOI. As a result, the IEA program, through its Methodology for Business Transformation, has actively incorporated these reusable services opportunities into the Modernization Blueprints. For example, the Financial Management Modernization Blueprint includes interactions between the Finance and Business Management System (FBMS) and the Federal e-Travel solution and the Federal Grants.gov solution. Another example is the Recreation Modernization Blueprint which includes a detailed depiction of interactions between the National Recreation Reservations Service and the other DOI data sources of record such as the concessionaire systems and the Recreation Information Database (RIDB). Principle 5: Solutions-Focused Interior Enterprise Architecture provides and promotes a solution-focused approach with standard technology components, emphasizing strategic development of interfaces that will provide flexibility in solutions and accommodate business requirements as the organization responds to change. This Principle is in action in the following transformation initiatives: Recreation – System Interfaces: The Recreation Modernization Blueprint includes a section on legacy systems and an assessment of the overall solution necessary to meet today’s and tomorrow’s mission related challenges. The Blueprint concludes by establishing an overview of the technologies that are required to meet the Recreation mission, and then recommends the fate for many existing Recreation related system that are redundant in their capabilities. However, there are some legacy solutions that are either strictly unique to a particular function or are owned by partners or concessionaires and must continue to exist. In these instances, the Blueprint specifies interface relationships. Ultimately, the Blueprint includes a depiction of what functions should be supported by standardized technologies, a summary of the likely redundant technologies currently employed, and the strategic recommendations to establish interfaces that will draw in more information and promote data reusability. The overall systems and services model for the Recreation business area is designed to maximize the benefits to the 34
    • citizen while providing the Federal government with a high degree of flexibility in meeting future demands. Financial Management – System Interfaces: The Financial Management Modernization Blueprint describes a complex environment that currently includes greater than 200 systems supporting a variety of finance and business related functions. Through the Finance and Business Management System (FBMS) initiative, over 80 of the systems will be retired from service and be replaced by the FBMS solution. With the retirement of so many systems, and the planning for other systems to be integrated, there is an entirely new systems interface picture that has evolved for Financial Management. In order to accommodate the wide array of interfaces and data exchange, the target state solution is leveraging an Enterprise Application Integration (EAI) solution to provide for easier operations and to maximize the strategic flexibility for data interchange in the future. Principle 6: Business-Driven Interior Enterprise Architecture establishes an IT planning foundation based on business priorities. Interior’s Strategic Plan, goals and outcomes provide business direction in developing key services of the architecture that support the business vision. The Methodology for Business Transformation (MBT) establishes a structured approach to understanding the strategic and business aspects of a business area prior to establishing the technology architecture. This structured approach to business area analysis results in a truly business-driven Modernization Blueprint. The Principle of a Business-Driven architecture is in action in the following examples of Blueprint recommendations that are tied back to the business area’s value chain: Recreation – Results Tied to the Recreation Value Chain: Figure 6-10 depicts the Recreation functions in a value chain format (Core, Management, and Enabling/Support activities). This value chain has an overlay of the many recommendations within the Recreation Modernization Blueprint. This visual illustrates not only the portions of the Recreation business area that are impacted by the Modernization Blueprint, but also the fact that these recommendations are business-driven in that they can all be traced back to how they better enable certain aspects of the Recreation business area. For example, the standardization of non-commercial recreation permits will positively impact the Recreation Reservations and Permits functions as well as the Business Process Management Functions. Another example is that the Information Delivery Function is positively impacted by the recommendations to sync paper information content (brochures) with the content available via websites. This function is also positively impacted by the recommendation to extend market channels so that Federal recreation information is available on third party websites. 35
    • Policy and Guidance Development Management Extend RecML Planning and Resource Allocation Standardize Business Internal Risk Management and Mitigation Rules Controls and Oversight Online Sync with Core Activities Entrance Paper Fees Information Recreation Reporting Information Trip Recreation Customer Reservation and Extended Delivery Interface Standardize Related Sales Planning Service Market Concession and Permits Permits Information Extended Channels Systems Metrics Use Enabling and Support Functions Retire Redundant Management Communicat Investments Technology Standardize Customer Resource Business Systems Services Info and Training Process Leverage Human Plan IT Mgmt Mgmt Mgmt Permits ions Available NRRS Plan for Data Training Extend RIDB Stewardship Figure 6-10. Recreation Value Chain and Blueprint Recommendations Wildland Fire – Results Tied to the Wildland Fire Value Chain: Figure 6-11 depicts the Wildland Fire functions in a value chain format (Core, Management, and Enabling/Support activities). This value chain has an overlay of the many recommendations within the Wildland Fire Modernization Blueprint. This visual illustrates not only the portions of the Wildland Fire business area that are impacted by the Modernization Blueprint, but also the fact that these recommendations are business-driven in that they can all be traced back to how they better enable certain aspects of the Wildland Fire business area. For example, the Blueprint recommendation to coordinate integration and measurement of work is a heavy impacting recommendation as it positively impacts all core functions within the Wildland Fire business area. The same impact is also present with the recommendation to access the data available within non- Fire owned programs in order to better deliver decision support information. These recommendations are business-driven as they stem from the core Wildland Fire business functions. 36
    • Policy and Guidance Development Management Cross- Partnership Management Agency CPIC System Planning and Resource Allocation Engineering Methods Internal Risk Management and Mitigation Controls and Oversight Core Activities Improve Coordinate integration and measurement of all work MonitoringProgram Fire Event Emergency Fire, Content Suppression Treatments Manage Management Restoration Treatments Use available information for decision support ment Access non-fire programs Use Enabling and Support Functions Standardize Research and Modeling and Development Management Communicat Supply Chain Management Logistics and Management Management Simulation Inventory Resource Training Human Facilities E-Gov Alignment Mgmt Grants and Supply ions Chain Standardize Geo-Spatial and Infrastructure Services Figure 6-11. Wildland Fire Value Chain and Blueprint Recommendations Principle 7: Understanding of Federated Business Models The Interior Enterprise Architecture program supports the implementation of policy and architecture, accommodating the need for program-unique functionality and requirements. The IEA program is supported by a methodology and system of governance that promotes optimal outcomes across a highly diversified set of mission areas. This Principle is in action in the following transformation initiatives: Bureau Led Blueprints – Coordinating Modernization at the Bureau Level: The Bureaus represent areas of specialty within DOI such as Water Management (BOR). Although there are functions within these Bureaus that are overlapped (Recreation), there main aspects of the Bureaus are specialized within their organizations. For this fact, there are Bureau sponsored Modernization Blueprints in addition to the Department sponsored studies. In FY2005-FY2006, the Bureaus have proposed to study areas such as Water Management (BOR) and Geospatial Services (USGS). These Bureau led Blueprints and the Department led Blueprints will come together to form the Federated Architecture for DOI. The federated approach to architecture is the only solution for a Department with such a widely diverse set of mission responsibilities. This Federated Architecture is overseen by an effective governance structure that includes coverage of business architecture, data architecture, performance, e-government, technology policy, and technology trends. Additionally, this governance structure is supported by integrated project teams that cover specialized tasks related to the DOI Enterprise Architecture Repository and specific technology issues. Within the Methodology for Business Transformation, there are gates instituted where Core Modernization Implementation Teams must brief, provide review time, and receive approval from these governance teams. This same methodology is in use within each of the Bureaus and their Bureau led Modernization Blueprint initiatives. As a result, there is a consistent application of methodology and governance instituted within the Department and within each Bureau. This ensures that the Bureau led Modernization Blueprints are of high quality and have been sufficiently 37
    • vetted through the appropriate channels. Only through the common methodology and standard approach to governance can each of the Bureaus lead Modernization Blueprint initiatives that combine to form the DOI Federated Architecture. Governance in Action – History of Governance Participation with Recreation: The Recreation Modernization Blueprint was authored in FY2004 with participation from BLM, USFWS, BOR, and NPS. Throughout the Blueprint creation process, the Interior Business Architecture Team, the Data Architecture Committee, and the Interior Architecture Working Group were all briefed periodically on interim findings, interim recommendations, and status of Blueprint development. This incremental approach to the Blueprint related briefing helped in guiding the final Blueprint as well as provided the governance teams with sufficient information to ensure that the Federated Architecture was being modified appropriately throughout the process. Once the Blueprint for Recreation was completed, the same governance teams were briefed as well as briefings being prepared and presented to the DOI e- Government Team and the DOI Investment Review Board. These last two governance groups represented a higher level of authority and visibility for the Blueprint and provided an even higher level of Federated Architecture oversight than had previously been provided. The result of this multi-tiered, incremental approach to governance briefing is an efficient development of the Recreation Modernization Blueprint with appropriate levels of governance oversight and quality guidance towards the continuing development of the DOI Federated Architecture. Principle 8: Information is an Interior asset. Information is valued as an Interior asset to accelerate decision-making, improve management, and increase accountability. This Principle is in action in the following transformation initiatives: Recreation – Land Use and Planning Metrics: The Recreation Modernization Blueprint includes a finding and recommendation associated with land use metrics and their use for Recreation related planning and land use planning. This segment of the Recreation Blueprint is a good example of information being reused as an asset within DOI. The mission function of the field staff is to provide a quality recreation experience while preserving natural resources for future generations. These tasks are provided through the use of assets such as visitor centers, information brochures, shovels, signage, etc. One asset that cannot be forgotten is the information that helps decision makers in their jobs. Within the Recreation Blueprint, this was considered and applied in the recommendation to standardize the way that recreation related metrics are being gathered and used across the Bureaus. The capability to have instant and standardized information available to decision makers is a key asset in trying to provide a quality recreation experience while preserving the natural resources. Wildland Fire – Active Fire Status: The Wildland Fire Blueprint considers the critical issue of publishing and communicating information about active fires on Federal lands. Just as use statistics are important to the Recreation community, active fire status information is critical to the livelihood of the fire fighters and citizenry that are working to protect our nation’s lands or using them. The Wildland Fire Blueprint not only identifies the criticality of this information, but also identifies issue with the current sources of record for this information and sets recommendations to establish a single source of record to ensure the dissemination of quality information on active fire status. Ensuring accuracy of such an important data asset helps the Fire community as well as other business areas like Recreation that need to inform citizens that might be affected by the associated risks. Information Exchanges between Business Areas: The Logical Information Exchange Matrix in Figure 6-12 is patterned after the examples in A Practical Guide to Federal Enterprise Architecture published by the Federal CIO Council in February 2001. The Logical Information Exchange Matrix explains a set of information exchange instances that have been recommended via the FY2004 38
    • Modernization Blueprints. The matrix includes information about source and destination business areas, source and destination systems, information to be exchanged, and a standard designation of interoperability from the Department of Defense’s Levels of Information Systems Interoperability (LISI) Reference Model. Number Source Destination Information Associated Activity Source AIS Destination AIS Media LISI Event Trigger Frequency of Transmission 1 DOI: Accessibility SOR DOI: Recreation Accessibility Info Update Accessibility Information TBD NRRS Electronic 3 Schedule Daily 2 DOI: Facilities DOI: Recreation Recreation Facilities Pull Recreation Related Facilities FBMS NRRS Electronic 3 Schedule Daily 3 DOI: Facilities DOI: Wildland Fire Fire Affected Facilities Pull Fire Affected Facilities FBMS TBD Electronic 3 Fire On Demand 4 DOI: Facilities DOI: Law Enforcement Facilities of Interest Pull Law Enforcement Associated Facilities FBMS IMARS Electronic 3 Law Incident On Demand 5 DOI: Land Planning DOI: Wildland Fire Land Planning Info Land Data for Fire Affected Area TBD TBD Electronic 3 Fire On Demand 6 DOI: Recreation DOI: Financial Management Revenue Book Daily Revenue into G/L NRRS FBMS Electronic 3 Schedule Daily 7 DOI: Recreation DOI: Financial Management Costs Book Daily Costs into G/L NRRS FBMS Electronic 3 Schedule Daily 8 DOI: Recreation DOI: Wildland Fire Reservations Send Reservations Data for Fire Affected Area NRRS To Be Determined Electronic 3 Fire On Demand 9 DOI: Recreation DOI: Law Enforcement Reservations Send Daily Reservations Data NRRS IMARS Electronic 3 Schedule Daily 10 DOI: Recreation DOI: Financial Management Customer Maintain Master Customer Records NRRS FBMS Electronic 3 Customer Update On Demand 11 DOI: Recreation DOI: Land Planning Land Use Metrics Update Recreation Use Metrics NRRS TBD Electronic 3 Schedule Daily 12 DOI: Rivers DOI: Recreation Rivers Update Rivers Data TBD NRRS Electronic 3 Schedule Daily 13 DOI: Trails DOI: Recreation Trails Update Trails Data TBD NRRS Electronic 3 Schedule Daily 14 DOI: Wildland Fire DOI: Recreation Active Fire Status Pull Active Fire Status TBD NRRS Electronic 3 Customer Request On Demand 15 DOI: Wildland Fire DOI: Law Enforcement Active Fire Status Pull Active Fire Status TBD IMARS Electronic 3 Law Incident On Demand 16 NOAA DOI: Recreation Weather Pull Weather Data for Customer Viewing TBD NRRS Electronic 3 Customer Request On Demand 17 NOAA DOI: Wildland Fire Weather Pull Weather Data for Fire Affected Area TBD NRRS Electronic 3 Fire On Demand Figure 6-12. Logical Information Exchange Matrix In each information exchange instance within the matrix, there currently exists no such exchange of information which forces the business areas to either do without the information or to operate its own data collection and storage processes. The IEA Modernization Blueprints set forth a series of recommendations that, in part, have defined a more appropriate data sharing environment that would provide for a higher degree of usability for information that is currently residing in only one segment of the organization. By implementing the recommendations in the Modernization Blueprints, the exchange instances defined in the Logical Information Exchange Matrix will become an operational reality and the overall integration of systems and integration of business areas will be matured within DOI. Principle 9: Data and Information Stewardship Data and information must be managed and maintained as a stewardship responsibility to support the mission of Interior. This Principle is in action in the following transformation initiatives: Data Stewardship – Facilities: Data stewardship is a complex issue when multiple business areas use the same type of data. Few data entities are as reused within DOI as often as the entities associated with Facilities. Business areas like Recreation (campgrounds, visitor centers), Wildland Fire (buildings at risk), Financial Management (asset depreciation), and Law Enforcement (incident locations) use Facilities data as an important aspect of their business operations. As a result, these business areas have historically maintained their own databases with this information populated multiple times, sometimes by the same field staff. The Modernization Blueprints for each of these business areas seek to return the field staff to mission related tasks and relieve them of the burden of data entry by standardizing and establishing data sharing relationships centered on Facilities. The implementation of the Finance and Business Management System (FBMS) will establish the asset source of record within DOI and the data sharing relationships established in the Modernization Blueprints will remove duplicative data entry and ensure that Facilities data is stored and managed centrally, and accessed by the field locations that require its availability. The inclusion of these enterprise recommendations within the Blueprints of each of the business areas is a critical illustration of the effectiveness of the incremental approach to Enterprise Architecture within DOI and how data stewardship is an important part of DOI modernization. Data Stewardship – Trails: There are data subject areas, such as Trails data, where there are no accepted standards and no established sources of record. For trails data, there is a need to present this information online so that citizens can plan hikes and plan their recreation experiences on Federal lands. The lack of standards and lack of sources of record is an opportunity for DOI to provide a valuable 39
    • service to the citizen. The Recreation Modernization Blueprint establishes a recommendation to create an official data set of data standards for trails data within DOI, and to create an official source of record for trails data within the Federal government. This is an example of an important data asset not being adequately organized and maintained so that it can be useful to citizen trip planners, recreation managers, and land use planners. The standardization of trails data includes setting trails standards, establishing trails data stewardship responsibilities, and creating a trails source of record. These work tasks are included in the Recreation Modernization Blueprint and are captured within the Recreation and the Enterprise Wide Transition Plan. These examples are highlights of business transformation work that is on-going at the DOI. Each day, more of the business community is seeing the value of EA and asking for assistance. We have established a Business Process Transformation (BPT) Lab that lists and defines processes and services that business managers and owners can review to select EA services for their organizations. The BPT supports the use of the MBT methodology and provides access to templates for the modernization teams. We are using these tools to help establish a cultural shift toward modernization at DOI. 40
    • 7. Conclusion The DOI has developed and instituted architectural concepts, tools and techniques that enable management of the DOI IT technology in the form of the IEA. The IEA suite comprises the CRV for enterprise requirements, ICA for enterprise principles, MBT for creating modernization blueprints, DEAR for storing and querying EA data, a Governance framework for making investment decisions, and the FEA models for reporting to OMB. The ICA Principles guide, constrain, and integrate all of these components such that a consistent target state can be communicated to throughout the Department and Bureaus for use in modernization activities. DOI’s federated environment and incremental development of modernization blueprints require the use of these principles to achieve overarching strategic and program goals. 41
    • Appendix A: Common Requirements Vision The original October, 15, 2001 Common Requirements Vision (CRV) document was designed to ensure that the Interior's IT products and services were aligned with the business community’s strategic direction. It served as a driving force behind the original 14 Interior Conceptual Architecture Principles13 published on January 4, 2002 which were used to guide the engineering of the Interior’s information systems and technology infrastructure. These principles have been updated in this document. The CRV is the foundation upon which subsequent components of the Interior Enterprise Architecture will be based. It is the touchstone. As shown in Figure A-13, each of the sections of the CRV (Environmental Trends, Business Strategies, Business Drivers, Business Information Requirements, and Requirements for Technical Architecture) is used to support decisions on appropriate IT investments for Interior and provide verifiable linkages to business needs. Figure A-13. Common Requirements Vision Traceability The CRV Framework provides the structure for an analysis of the external and internal environment trends. The framework helps to determine and organize the “motivations” drivers that affect DOI’s decision-making and its business model. Figure A-14 shows identifies a framework for organizing the an agency’s “motivations” that affect DOI’s business strategy and business drivers. The CRV then follows by identifying activities that satisfy the business drivers. The CRV is then made ‘actionable’ by translating the business requirements into Requirements for Technical Architecture that will result in DOI’s Modernization Blueprints initiatives. 13 http://www.doi.gov/ocio/architecture/documents/Conceptual_Architecture_Final.doc 42
    •  Identify influencing environmental trends; that is the major internal and external Environmental Trends Environmental Trends forces (e.g., policies, regulatory changes) and the important technological trends that can impact Interior’s business and program strategies. Major internal and external forces  Each Business Driver is a "theme" that represents a related set of Business Driver Business Driver environmental trends and business strategies.  These become the IT and business objectives or activities that must Business Responses be accomplished and done well. Business Strategy Business Strategy  The list of business responses, plans, targets to these major environmental drivers/needs Drive the business change  WHAT information is needed? Business Information Requirement Business Information Requirement  WHO needs it?  WHEN (how often) is it Identified activities to satisfy Business Drivers needed?  WHERE does it come from?  WHAT is required of the technical architecture to Requirement for Technical Architecture Requirement for Technical Architecture support the business information requirements,  NOT HOW the requirements will be satisfied. Translate business into technical requirements Figure A-14. Common Requirements Vision Framework The CRV document is a foundational element of the Interior’s Enterprise Architecture (IEA) program. The IEA is Interior's response not only to the Clinger-Cohen Act but also to the intensifying business need to deliver quality, cost-effective IT that enables Interior to effectively accomplish its mission. The Clinger-Cohen Act specifies the need for "an integrated framework for evolving or maintaining existing information technology and acquiring new information technology to achieve the agency's strategic goals and information resources management goals." The IEA and associated governance processes will fulfill this requirement. The Business Drivers, Business Information Requirements, and Requirements for Technical Architecture contained within this CRV document were derived from business trends and strategies, and should be understood and used as logical recommendations but not as absolutes. Management will always retain the control and responsibility for selecting appropriate. 43
    • Appendix B DOI Background DOI has one of the broadest set of mission elements assigned to a cabinet agency. These responsibilities are assigned, and in many instances, shared across DOI’s eight Bureaus and multiple field offices, and a National Business Center (NBC). As a result, the DOI performs 162 sub-functions ranging across 51 lines of business from 7 Business Areas. (See Table B-5) The DOI mission includes provisions for many diverse citizen-oriented products and services, spanning several business industries. Due to the complexity of mission and the wide scope of business operations performed, the DOI operates in a federated manner with the Bureaus performing their individual missions under the DOI umbrella. The IEA provides a framework for developing strategies that integrate investment management processes, consolidated technologies, and advocate common processes and data standardization across all the Bureaus. The IEA provides an integrated framework and governance process for managing the complexity of the business and evolving the DOI technology environment, enabling the DOI to meet strategic and operational goals. To be successful, the architecture must be derived from business requirements and be understood and supported by DOI senior management and the heads of the Bureaus. Developing the Interior Conceptual Architecture allows business and technology requirements to come together in a generic, principles-based perspective to establish values that will permeate all decision processes and guide the implementation of technology at DOI. 44
    • Table B-5. DOI BRM Function Activities Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Management of Government Asset and Liability Financial Management Resources Management Management of Government Collections and Financial Management Resources Receivables Management of Government Financial Management Payments Resources Reporting, Reconciliation, Management of Government RECONCILIATION Financial Management Reporting and Information and Records Retention Resources (FBMS) (FBMS) Reporting, Reconciliation, REPORTING Management of Government Financial Management Reporting and Information and Records Retention REQUIREMENTS Resources (FBMS) (FBMS) Reporting, Reconciliation, Management of Government RECORDS RETENTION Financial Management Reporting and Information and Records Retention Resources (FBMS) (FBMS) Management of Government Financial Management 73: Prepare Financial Financial Management Reporting and Information Resources Reporting Functions Management Reports Management of Government General Financial Financial Management Accounting Resources Management Functions Management of Government General Budget and 60: Perform Budget Financial Management Budget and Finance Resources Finance Functions Duties Management of Government General Budget and 62: Perform Financial Financial Management Budget and Finance Resources Finance Functions Management Operations Management of Government Information and Technology General Records Record Retention Resources Management Management functions Management of Government Information and Technology System Development Resources Management Management of Government Information and Technology Systems Maintenance Resources Management Management of Government Information and Technology IT Infrastructure Resources Management Maintenance Management of Government Information and Technology IT Security IT Security Functions 83: Secure IT Resources Management IT Operations, Management of Government Information and Technology Lifecycle-Change Maintenance, and 80: Plan IT Investments Resources Management Management Management Functions IT Operations, Management of Government Information and Technology Lifecycle-Change 82: Operate and Maintain Maintenance, and Resources Management Management IT Investments Management Functions Management of Government Information and Technology Information Management IT Data Administration 65: Manage Information 1
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Resources Management and Files Management of Government Administrative Management Travel Resources General Misc 66: Provide Other Management of Government Administrative Management Help Desk Services Management Support Management Support Resources Functions Services Management of Government General Security T4: Conduct Security Administrative Management Security Management Resources Management Functions Activities Workplace Policy Management of Government Administrative Management Development and Resources Management 4Q: Inventory DOI Management of Government Facilities, Fleet and Facilities Management Administrative Management Facilities and Assess Resources Equipment Management Functions Facility Conditions Management of Government Facilities, Fleet and Facilities Management 4X: Manage and Operate Administrative Management Resources Equipment Management Functions Grounds 64: Provide Facilities and Management of Government Facilities, Fleet and Facilities Management Administrative Management Space Management Resources Equipment Management Functions Services Management of Government Facilities, Fleet and Facilities Construction Administrative Management 4K: Construct Buildings Resources Equipment Management Functions 4N: Construct Management of Government Facilities, Fleet and Facilities Construction Administrative Management Dams/Water Storage Resources Equipment Management Functions Facilities Management of Government Facilities, Fleet and Facilities Construction Administrative Management 4Y: Construct Grounds Resources Equipment Management Functions Management of Government Facilities, Fleet and Facilities Construction Administrative Management 5E: Construct Utilities Resources Equipment Management Functions Management of Government Facilities, Fleet and Facilities Construction 5F: Construct Roads, Administrative Management Resources Equipment Management Functions Bridges and Tunnels Management of Government Facilities, Fleet and Facilities Construction 5G: Construct All Other Administrative Management Resources Equipment Management Functions Structures/Non-Buildings Management of Government Facilities, Fleet and Facilities Construction Administrative Management 5M: Construct Trails Resources Equipment Management Functions Management of Government Facilities, Fleet and Facilities Construction 5N: Operate and Administrative Management Resources Equipment Management Functions Evaluate Roads Management of Government Facilities, Fleet and Facilities Construction 5R: Construct Recreation Administrative Management Resources Equipment Management Functions Facilities Management of Government Facilities, Fleet and Facilities Maintenance Administrative Management 4D: Maintain Roads Resources Equipment Management Functions Management of Government Facilities, Fleet and Facilities Maintenance Administrative Management 4W: Maintain grounds Resources Equipment Management Functions 2
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Management of Government Facilities, Fleet and Facilities Maintenance Administrative Management 5B: Maintain Utilities Resources Equipment Management Functions Management of Government Facilities, Fleet and Facilities Maintenance Administrative Management 5C: Maintain Buildings Resources Equipment Management Functions Management of Government Facilities, Fleet and Facilities Maintenance Administrative Management 5D: Maintain Trails Resources Equipment Management Functions Management of Government Facilities, Fleet and Facilities Maintenance 5H: Maintain All Other Administrative Management Resources Equipment Management Functions Structures/Non-Buildings Management of Government Facilities, Fleet and Facilities Maintenance 5J: Maintain Recreation Administrative Management Resources Equipment Management Functions Facilities Management of Government Facilities, Fleet and Facilities Maintenance Administrative Management 5K: Maintain Tunnels Resources Equipment Management Functions 5P: Operate and Management of Government Facilities, Fleet and Facilities Maintenance Administrative Management Evaluate Recreation Resources Equipment Management Functions Facilities 5Y: Perform Recreation Management of Government Facilities, Fleet and Facilities Maintenance Administrative Management Fee Site Deferred Resources Equipment Management Functions Maintenance Management of Government Facilities, Fleet and Facilities Maintenance Administrative Management 5Z: Maintain Bridges Resources Equipment Management Functions 6A: Conduct Environmental Management of Government Facilities, Fleet and Facilities Maintenance Administrative Management Consultations for Resources Equipment Management Functions Sustaining Biological Communities Management of Government General Procurement 63: Provide Procurement Supply Chain Management Goods Acquisition Resources Functions Services Management of Government General Procurement 81: Acquire IT Supply Chain Management Goods Acquisition Resources Functions Investments Management of Government Supply Chain Management Inventory Control Resources Management of Government Supply Chain Management Logistics Management Resources Management of Government Supply Chain Management Services Acquisition Resources Management of Government Human Resource Evaluation Resources Management Management of Government Human Resource Pre employment (medical, Resources Management testing, drug testing, etc.) Management of Government Human Resource Random Drug Testing Resources Management Management of Government Human Resource Vacancy Tracking 3
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Resources Management Management of Government Human Resource Time and Labor Resources Management Distribution Management of Government Human Resource Reporting and Metrics Resources Management Management of Government Human Resource Applicant Intake and Staff Recruitment and Resources Management Recruiting Employment DETERMINE AND Management of Government Human Resource Benefits Administration PROCESS EMPLOYEE Resources Management ENTITLEMENTS Management of Government Human Resource FLOW OF Benefits Administration Resources Management INFORMATION Management of Government Human Resource PROVIDE BASIC Benefits Administration Resources Management INFORMATION Management of Government Human Resource Discipline and Grievance Resources Management Management of Government Human Resource 76: Administer Employee Labor Relations Labor Relations Functions Resources Management and Labor Relations Management of Government Human Resource 77: Administer External Labor Relations Labor Relations Functions Resources Management Civil Rights Management of Government Human Resource 78: Administer Internal Labor Relations Labor Relations Functions Resources Management Civil Rights Management of Government Human Resource Payroll Management and Resources Management Expense Reimbursement Management of Government Human Resource Personnel Action Personnel Action 61: Support Human Resources Management Processing Processing Functions Resources Activities Management of Government Human Resource Position Classification and Resources Management Management Management of Government Human Resource Security Clearance Resources Management Management Management of Government Human Resource Training Management Resources Management PERSONAL PROPERTY DEPRECIATIO Facilities, Fleet and Management of Government Administrative Management MANAGEMENT AND Accounting for Property N/AMORTIZATI Equipment Management Resources (Cross-Agency) (Cross-Agency) FLEET FUNCTION (FBMS) ON PROCESS (Cross-Agency) (FBMS) (FBMS) MAINTAIN PERSONAL PROPERTY FINANCIAL Facilities, Fleet and Management of Government Administrative Management MANAGEMENT AND Accounting for Property INFORMATION Equipment Management Resources (Cross-Agency) (Cross-Agency) FLEET FUNCTION (FBMS) ON (Cross-Agency) (FBMS) PROPERTY PROCESS 4
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) (FBMS) PERSONAL PROPERTY INITIAL ASSET Facilities, Fleet and Acquiring/Receiving of Management of Government Administrative Management MANAGEMENT AND ACQUISITION Equipment Management Personal Property Resources (Cross-Agency) (Cross-Agency) FLEET FUNCTION PROCESS (Cross-Agency) (FBMS) (FBMS) (FBMS) PROPERTY PERSONAL PROPERTY TRACKING Facilities, Fleet and Acquiring/Receiving of Management of Government Administrative Management MANAGEMENT AND AND Equipment Management Personal Property Resources (Cross-Agency) (Cross-Agency) FLEET FUNCTION CONTROL (Cross-Agency) (FBMS) (FBMS) PROCESS-1 (FBMS) PERSONAL PROPERTY Facilities, Fleet and DISPOSITION Management of Government Administrative Management MANAGEMENT AND Managing Property Equipment Management PROCESS Resources (Cross-Agency) (Cross-Agency) FLEET FUNCTION (FBMS) (Cross-Agency) (FBMS) (FBMS) PERSONAL PROPERTY Facilities, Fleet and MAINTENANC Management of Government Administrative Management MANAGEMENT AND Managing Property Equipment Management E PROCESS Resources (Cross-Agency) (Cross-Agency) FLEET FUNCTION (FBMS) (Cross-Agency) (FBMS) (FBMS) PERSONAL PROPERTY PROPERTY Facilities, Fleet and Management of Government Administrative Management MANAGEMENT AND Managing Property TRANSFER Equipment Management Resources (Cross-Agency) (Cross-Agency) FLEET FUNCTION (FBMS) PROCESS (Cross-Agency) (FBMS) (FBMS) PERSONAL PROPERTY Facilities, Fleet and UTILIZATION Management of Government Administrative Management MANAGEMENT AND Managing Property Equipment Management PROCESS Resources (Cross-Agency) (Cross-Agency) FLEET FUNCTION (FBMS) (Cross-Agency) (FBMS) (FBMS) PERSONAL PROPERTY Facilities, Fleet and Management of Government Administrative Management MANAGEMENT AND Personal Property Data Equipment Management Resources (Cross-Agency) (Cross-Agency) FLEET FUNCTION Exchange (FBMS) (Cross-Agency) (FBMS) PERSONAL PROPERTY Facilities, Fleet and Management of Government Administrative Management MANAGEMENT AND Personal Property Equipment Management Resources (Cross-Agency) (Cross-Agency) FLEET FUNCTION Reporting (FBMS) (Cross-Agency) (FBMS) PERSONAL PROPERTY Facilities, Fleet and Management of Government Administrative Management MANAGEMENT AND Fleet Unique Tracking Equipment Management Resources (Cross-Agency) (Cross-Agency) FLEET FUNCTION (FBMS) (Cross-Agency) (FBMS) MAINTAIN Facilities, Fleet and PROPERTY Management of Government Administrative Management REAL PROPERTY Accounting for Real Equipment Management FINANCIAL Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Property (FBMS) (Cross-Agency) INFORMATION PROCESS 5
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) (FBMS) OPERATING EXPENSE Facilities, Fleet and Management of Government Administrative Management REAL PROPERTY Accounting for Real FINANCIAL Equipment Management Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Property (FBMS) TRACKING (Cross-Agency) PROCESS (FBMS) REAL Facilities, Fleet and PROPERTY Management of Government Administrative Management REAL PROPERTY Accounting for Real Equipment Management CAPITALIZATI Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Property (FBMS) (Cross-Agency) ON PROCESS (FBMS) REAL PROPERTY FINANCIAL Facilities, Fleet and Management of Government Administrative Management REAL PROPERTY Accounting for Real TRACKING OF Equipment Management Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Property (FBMS) TRANSFER/DI (Cross-Agency) SPOSAL PROCESS (FBMS) Facilities, Fleet and Management of Government Administrative Management REAL PROPERTY Property Data Exchange Equipment Management Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) (Cross-Agency) OPERATING Facilities, Fleet and LEASE Management of Government Administrative Management REAL PROPERTY Real Property Lease Equipment Management MANAGEMEN Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) (Cross-Agency) T PROCESS (FBMS) REAL Facilities, Fleet and PROPERTY Management of Government Administrative Management REAL PROPERTY Real Property Lease Equipment Management LEASE NEEDS Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) (Cross-Agency) PROCESS (FBMS) FACILITY Facilities, Fleet and DISPOSITION/ Management of Government Administrative Management REAL PROPERTY Real Property Equipment Management TRANSFER Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Management (FBMS) (Cross-Agency) PROCESS (FBMS) LAND Facilities, Fleet and DISPOSITION/ Management of Government Administrative Management REAL PROPERTY Real Property Equipment Management TRANSFER Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Management (FBMS) (Cross-Agency) PROCESS (FBMS) Management of Government Administrative Management Facilities, Fleet and REAL PROPERTY Real Property LAND 6
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) MANAGEMEN Equipment Management Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Management (FBMS) T PROCESS (Cross-Agency) (FBMS) PROPERTY Facilities, Fleet and TRACKING & Management of Government Administrative Management REAL PROPERTY Real Property Equipment Management CONTROL Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Management (FBMS) (Cross-Agency) PROCESS (FBMS) REAL PROPERTY ACQUISITION Facilities, Fleet and Management of Government Administrative Management REAL PROPERTY Real Property DECISION/APP Equipment Management Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Management (FBMS) ROVAL (Cross-Agency) PROPERTY PROCESS (FBMS) UTILIZATION Facilities, Fleet and Management of Government Administrative Management REAL PROPERTY Real Property MANAGEMEN Equipment Management Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Management (FBMS) T PROCESS (Cross-Agency) (FBMS) DEFERRED Facilities, Fleet and Real Property MAINTENANC Management of Government Administrative Management REAL PROPERTY Equipment Management Operations/Maintenance E NEEDS Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (Cross-Agency) (FBMS) PROCESS (FBMS) FACILITIES Facilities, Fleet and Real Property OPERATIONS Management of Government Administrative Management REAL PROPERTY Equipment Management Operations/Maintenance MANAGEMEN Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (Cross-Agency) (FBMS) T PROCESS (FBMS) FACILITIES Facilities, Fleet and Real Property OPERATIONS Management of Government Administrative Management REAL PROPERTY Equipment Management Operations/Maintenance NEEDS Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (Cross-Agency) (FBMS) PROCESS (FBMS) FORMULATE AND Facilities, Fleet and Real Property APPROVE Management of Government Administrative Management REAL PROPERTY Equipment Management Operations/Maintenance FACILITIES' Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (Cross-Agency) (FBMS) PROJECTS PROCESS (FBMS) Management of Government Administrative Management Facilities, Fleet and REAL PROPERTY Real Property MANAGE Resources (Cross-Agency) (Cross-Agency) Equipment Management FUNCTION (FBMS) Operations/Maintenance FACILITY 7
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) PROJECTS (Cross-Agency) (FBMS) PROCESS (FBMS) NEW Facilities, Fleet and Real Property CONSTRUCTI Management of Government Administrative Management REAL PROPERTY Equipment Management Operations/Maintenance ON NEEDS Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (Cross-Agency) (FBMS) PROCESS (FBMS) ROUTINE Facilities, Fleet and Real Property MAINTENANC Management of Government Administrative Management REAL PROPERTY Equipment Management Operations/Maintenance E NEEDS Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (Cross-Agency) (FBMS) PROCESS (FBMS) UNFUNDED DEFERRED Facilities, Fleet and Real Property Management of Government Administrative Management REAL PROPERTY MAINTENANC Equipment Management Operations/Maintenance Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) E TRACKING (Cross-Agency) (FBMS) PROCESS (FBMS) Facilities, Fleet and Management of Government Administrative Management REAL PROPERTY Real Property Reporting Equipment Management Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) (Cross-Agency) Facilities, Fleet and Management of Government Administrative Management REAL PROPERTY Real Property Systems Equipment Management Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Management (FBMS) (Cross-Agency) PAYROLL Facilities, Fleet and Government Quarters Management of Government Administrative Management REAL PROPERTY DEDUCTION Equipment Management Rental, Operation, and Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) PROCESS (Cross-Agency) Management (FBMS) (FBMS) QUARTERS Facilities, Fleet and Government Quarters MANAGED Management of Government Administrative Management REAL PROPERTY Equipment Management Rental, Operation, and UNDER Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (Cross-Agency) Management (FBMS) STATUTE 5611 (FBMS) Facilities, Fleet and Management of Government Administrative Management Aviation Fleet Equipment Management Fire Aircraft Operations Resources (Cross-Agency) (Cross-Agency) Management (Cross-Agency) Facilities, Fleet and Management of Government Administrative Management Aviation Fleet Equipment Management Flight Planning Resources (Cross-Agency) (Cross-Agency) Management (Cross-Agency) Management of Government Administrative Management Help Desk Services Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) Management of Government Administrative Management Security Management Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) 8
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) LOCAL TRAVEL Management of Government Administrative Management TRAVEL FUNCTION Travel (Cross-Agency) Local Travel (FBMS) AUDIT Resources (Cross-Agency) (Cross-Agency) (FBMS) PROCESS (FBMS) LOCAL TRAVEL Management of Government Administrative Management TRAVEL FUNCTION REIMBURSEM Travel (Cross-Agency) Local Travel (FBMS) Resources (Cross-Agency) (Cross-Agency) (FBMS) ENT PROCESS (FBMS) LOCAL TRAVEL Management of Government Administrative Management TRAVEL FUNCTION Travel (Cross-Agency) Local Travel (FBMS) VOUCHER Resources (Cross-Agency) (Cross-Agency) (FBMS) PROCESS (FBMS) Management of Government Administrative Management TRAVEL FUNCTION Non-Federal Sponsored Travel (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) Travel (FBMS) TRAVEL Management of Government Administrative Management TRAVEL FUNCTION Temporary Duty Travel ADVANCE Travel (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) Management (FBMS) PROCESS (FBMS) TRAVEL Management of Government Administrative Management TRAVEL FUNCTION Temporary Duty Travel ARRANGEME Travel (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) Management (FBMS) NT PROCESS (FBMS) TRAVEL Management of Government Administrative Management TRAVEL FUNCTION Temporary Duty Travel AUDIT Travel (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) Management (FBMS) PROCESS (FBMS) TRAVEL Management of Government Administrative Management TRAVEL FUNCTION Temporary Duty Travel AUTHORIZATI Travel (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) Management (FBMS) ON PROCESS (FBMS) TRAVEL REIMBURSEM Management of Government Administrative Management TRAVEL FUNCTION Temporary Duty Travel Travel (Cross-Agency) ENT Resources (Cross-Agency) (Cross-Agency) (FBMS) Management (FBMS) PROCESS (FBMS) TRAVEL Management of Government Administrative Management TRAVEL FUNCTION Temporary Duty Travel VOUCHER Travel (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) Management (FBMS) PROCESS (FBMS) Management of Government Administrative Management Travel (Cross-Agency) TRAVEL FUNCTION Temporary/Permanent TCS/PCS 9
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) AUTHORIZATI Change of Station Resources (Cross-Agency) (Cross-Agency) (FBMS) ON PROCESS (FBMS) (FBMS) TCS/PCS REAL ESTATE Temporary/Permanent EXCHANGE Management of Government Administrative Management TRAVEL FUNCTION Travel (Cross-Agency) Change of Station AND MOVE Resources (Cross-Agency) (Cross-Agency) (FBMS) (FBMS) MANAGEMEN T PROCESS (FBMS) TCS/PCS Temporary/Permanent TRAVEL Management of Government Administrative Management TRAVEL FUNCTION Travel (Cross-Agency) Change of Station ADVANCE Resources (Cross-Agency) (Cross-Agency) (FBMS) (FBMS) PROCESS (FBMS) TCS/PCS TRAVEL Temporary/Permanent Management of Government Administrative Management TRAVEL FUNCTION ARRANGEME Travel (Cross-Agency) Change of Station Resources (Cross-Agency) (Cross-Agency) (FBMS) NTS (FBMS) PROCESS (FBMS) TCS/PCS Temporary/Permanent TRAVEL Management of Government Administrative Management TRAVEL FUNCTION Travel (Cross-Agency) Change of Station AUDIT Resources (Cross-Agency) (Cross-Agency) (FBMS) (FBMS) PROCESS (FBMS) TCS/PCS TRAVEL Temporary/Permanent Management of Government Administrative Management TRAVEL FUNCTION REIMBURSEM Travel (Cross-Agency) Change of Station Resources (Cross-Agency) (Cross-Agency) (FBMS) ENT (FBMS) PROCESS (FBMS) TCS/PCS Temporary/Permanent TRAVEL Management of Government Administrative Management TRAVEL FUNCTION Travel (Cross-Agency) Change of Station VOUCHER Resources (Cross-Agency) (Cross-Agency) (FBMS) (FBMS) PROCESS (FBMS) Management of Government Administrative Management TRAVEL FUNCTION Travel Data Exchange Travel (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) (FBMS) Management of Government Administrative Management TRAVEL FUNCTION Travel (Cross-Agency) Travel Reporting (FBMS) Resources (Cross-Agency) (Cross-Agency) (FBMS) Management of Government Administrative Management TRAVEL FUNCTION Travel System Travel (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) Administration (FBMS) Management of Government Administrative Management Workplace Policy Human Resources CAREER PLANNING 10
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Development and Resources (Cross-Agency) (Cross-Agency) Management (Cross- Planning (FBMS) PROCESS (FBMS) Agency) Workplace Policy SUCCESSION Management of Government Administrative Management Development and Human Resources PLANNING PROCESS Resources (Cross-Agency) (Cross-Agency) Management (Cross- Planning (FBMS) (FBMS) Agency) Workplace Policy Management of Government Administrative Management Development and Human Resources TRAINING PLANNING Resources (Cross-Agency) (Cross-Agency) Management (Cross- Planning (FBMS) PROCESS (FBMS) Agency) Workplace Policy WORKFORCE Management of Government Administrative Management Development and Human Resources PLANNING PROCESS Resources (Cross-Agency) (Cross-Agency) Management (Cross- Planning (FBMS) (FBMS) Agency) Workplace Policy ADMINISTER Management of Government Administrative Management Development and Work Force Development EMPLOYEE Resources (Cross-Agency) (Cross-Agency) Management (Cross- (FBMS) DEVELOPMENT Agency) PROGRAM (FBMS) Workplace Policy Management of Government Administrative Management Development and Work Force Development DEVELOP TRAINING Resources (Cross-Agency) (Cross-Agency) Management (Cross- (FBMS) BUDGET (FBMS) Agency) Workplace Policy EVALUATE Management of Government Administrative Management Development and Work Force Development DEVELOPMENT AND Resources (Cross-Agency) (Cross-Agency) Management (Cross- (FBMS) TRAINING ACTIVITIES Agency) (FBMS) TRANSACTIO N DEFINITION Management of Government Financial Management Accounting (Cross- CORE FINANCIAL Core Financial System AND Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Management (FBMS) PROCESSING PROCESS (FBMS) COST Management of Government Financial Management Accounting (Cross- CORE FINANCIAL Cost Management DISTRIBUTION Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) (FBMS) PROCESS (FBMS) COST Management of Government Financial Management Accounting (Cross- CORE FINANCIAL Cost Management RECOGNITION Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) (FBMS) PROCESS (FBMS) COST SETUP Management of Government Financial Management Accounting (Cross- CORE FINANCIAL Cost Management AND Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) (FBMS) ACCUMULATI 11
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) ON PROCESS (FBMS) WORKING CAPITAL AND Management of Government Financial Management Accounting (Cross- CORE FINANCIAL Cost Management REVOLVING Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) (FBMS) FUND ACTIVITY (FBMS) GENERAL LEDGER Management of Government Financial Management Accounting (Cross- CORE FINANCIAL General Ledger ACCOUNT Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Management (FBMS) DEFINITION PROCESS (FBMS) GENERAL LEDGER ANALYSIS Management of Government Financial Management Accounting (Cross- CORE FINANCIAL General Ledger AND Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Management (FBMS) RECONCILIATI ON PROCESS (FBMS) Management of Government Financial Management Accounting (Cross- CORE FINANCIAL Financial System Data Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Exchange (FBMS) Management of Government Financial Management Accounting (Cross- CORE FINANCIAL Financial System Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Reporting (FBMS) Asset and Liability Management of Government Financial Management Management (Cross- Resources (Cross-Agency) (Cross-Agency) Agency) FINANCIAL Management of Government Financial Management Budget and Finance ASSISTANCE Grants Management Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION - GRANTS Data Exchange (FBMS) (FBMS) FINANCIAL Management of Government Financial Management Budget and Finance ASSISTANCE Grants Management Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION - GRANTS Reports (FBMS) (FBMS) FINANCIAL CLOSEOUT Management of Government Financial Management Budget and Finance ASSISTANCE Post-Award (FBMS) PROCESS Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION - GRANTS (FBMS) (FBMS) FINANCIAL COST Management of Government Financial Management Budget and Finance ASSISTANCE ACCRUALS Post-Award (FBMS) Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION - GRANTS PROCESS (FBMS) (FBMS) 12
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) GRANT FINANCIAL FINANCIAL PERFORMANC Management of Government Financial Management Budget and Finance ASSISTANCE Post-Award (FBMS) E Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION - GRANTS MANAGEMEN (FBMS) T PROCESS (FBMS) FINANCIAL GRANT Management of Government Financial Management Budget and Finance ASSISTANCE MODIFICATIO Post-Award (FBMS) Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION - GRANTS N PROCESS (FBMS) (FBMS) GRANT PROGRAM FINANCIAL PERFORMANC Management of Government Financial Management Budget and Finance ASSISTANCE Post-Award (FBMS) E Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION - GRANTS MANAGEMEN (FBMS) T PROCESS (FBMS) FINANCIAL PAYMENT Management of Government Financial Management Budget and Finance ASSISTANCE Post-Award (FBMS) PROCESS Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION - GRANTS (FBMS) (FBMS) FINANCIAL PRE-AWARD Management of Government Financial Management Budget and Finance ASSISTANCE Pre-Award (FBMS) PROCESS- Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION - GRANTS (FBMS) (FBMS) FINANCIAL REVIEW Management of Government Financial Management Budget and Finance ASSISTANCE APPLICATION Pre-Award (FBMS) Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION - GRANTS PROCESS (FBMS) (FBMS) FINANCIAL Management of Government Financial Management Budget and Finance ASSISTANCE Z0: Administer Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION - GRANTS Assistance Grants (FBMS) Management of Government Financial Management Budget and Finance DIRECT LOAN Account Servicing Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) Management of Government Financial Management Budget and Finance DIRECT LOAN Direct Loan Interface Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) LOAN Management of Government Financial Management Budget and Finance DIRECT LOAN ORIGINATION Loan Extension (FBMS) Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) PROCESS (FBMS) Management of Government Financial Management Budget and Finance DIRECT LOAN Portfolio Management PORTFOLIO Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) PERFORMANC 13
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) E PROCESS (FBMS) PORTFOLIO Management of Government Financial Management Budget and Finance DIRECT LOAN Portfolio Management SALES Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) PROCESS (FBMS) PROGRAM Management of Government Financial Management Budget and Finance DIRECT LOAN Portfolio Management FINANCING Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) PROCESS (FBMS) IDENTIFY ACCOUNTS Management of Government Financial Management Budget and Finance DIRECT LOAN Treasury Cross-Servicing SELECTED Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) PROCESS (FBMS) MONITOR ACCOUNTS REFERRED Management of Government Financial Management Budget and Finance DIRECT LOAN Treasury Cross-Servicing TO THE DEBT Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) COLLECTION CENTER (FBMS) USE AN AGENCY Management of Government Financial Management Budget and Finance DIRECT LOAN Treasury Cross-Servicing AUTHORIZED Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) TO CROSS- SERVICE (FBMS) COLLECTION Management of Government Financial Management Budget and Finance DIRECT LOAN Delinquent Debt ACTIONS Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Collection (FBMS) PROCESS (FBMS) FORECLOSE AND Management of Government Financial Management Budget and Finance DIRECT LOAN Delinquent Debt LIQUIDATE Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Collection (FBMS) COLLATERAL (FBMS) WRITE-OFFS AND CLOSE- Management of Government Financial Management Budget and Finance DIRECT LOAN Delinquent Debt OUTS Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Collection (FBMS) PROCESS (FBMS) Management of Government Financial Management Budget and Finance DIRECT LOAN Other Reporting Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Requirements (FBMS) 14
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Management of Government Financial Management Budget and Finance Funds Management BUDGET EXECUTION Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) (FBMS) PROCESS (FBMS) Management of Government Financial Management Budget and Finance Funds Management FUNDS ALLOCATION Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) (FBMS) PROCESS (FBMS) Management of Government Financial Management Budget and Finance Funds Management FUNDS CONTROL Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) (FBMS) PROCESS (FBMS) BUDGET Support for the Management of Government Financial Management Budget and Finance FORMULATION Congressional Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Appropriation (FBMS) BUDGET Support of the Management of Government Financial Management Budget and Finance FORMULATION President's Budget Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) DEPARTMENT BUDGET AL BUDGET Management of Government Financial Management Budget and Finance Bureau Budget FORMULATION FORMULATIO Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) Formulation (FBMS) FUNCTION (FBMS) N PROCESS (FBMS) BUDGET Management of Government Financial Management Budget and Finance Budget Formulation Data FORMULATION Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) Exchange (FBMS) FUNCTION (FBMS) BUDGET Management of Government Financial Management Budget and Finance Budget Formulation FORMULATION Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) Reporting (FBMS) FUNCTION (FBMS) DEPARTMENT BUDGET AL BUDGET Management of Government Financial Management Budget and Finance Budget Preparation FORMULATION PREPARATIO Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) (FBMS) FUNCTION (FBMS) N PROCESS (FBMS) Collections and Management of Government Financial Management Receipt Management OFFSET PROCESS Receivables (Cross- Resources (Cross-Agency) (Cross-Agency) (FBMS) (FBMS) Agency) Collections and RECEIVABLE Management of Government Financial Management Receipt Management Receivables (Cross- ESTABLISHMENT Resources (Cross-Agency) (Cross-Agency) (FBMS) Agency) PROCESS (FBMS) Collections and RECEIVABLE Management of Government Financial Management Receipt Management Receivables (Cross- MANAGEMENT Resources (Cross-Agency) (Cross-Agency) (FBMS) Agency) PROCESS (FBMS) Collections and Management of Government Financial Management Receipt Management COLLECTIONS Receivables (Cross- Resources (Cross-Agency) (Cross-Agency) (FBMS) PROCESS (FBMS) Agency) Collections and DELINQUENT DEBT Management of Government Financial Management Receipt Management Receivables (Cross- MANAGEMENT Resources (Cross-Agency) (Cross-Agency) (FBMS) Agency) PROCESS (FBMS) 15
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Collections and Management of Government Financial Management Receipt Management REFUNDS PROCESS Receivables (Cross- Resources (Cross-Agency) (Cross-Agency) (FBMS) (FBMS) Agency) Collections and Management of Government Financial Management REVENUE COLLECTION Leases, Rents and Receivables (Cross- Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Royalties (FBMS) Agency) Collections and Management of Government Financial Management REVENUE COLLECTION Fees/Taxes/Permits Receivables (Cross- Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) Agency) Collections and Management of Government Financial Management REVENUE COLLECTION Miscellaneous Revenue Receivables (Cross- Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) (FBMS) Agency) Collections and Management of Government Financial Management REVENUE COLLECTION Revenue Collection Data Receivables (Cross- Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Exchange (FBMS) Agency) Collections and Management of Government Financial Management REVENUE COLLECTION Revenue Collection Receivables (Cross- Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Reporting (FBMS) Agency) Collections and Management of Government Financial Management REVENUE COLLECTION Sale of Public Receivables (Cross- Resources (Cross-Agency) (Cross-Agency) FUNCTION (FBMS) Resources/Land (FBMS) Agency) PAYMENT OF Management of Government Financial Management SMARTPAY PROGRAM Card Operations for BOA Payments (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) Uniforms (FBMS) PROCESS (FBMS) REVIEW OF TRANSACTIO Management of Government Financial Management SMARTPAY PROGRAM Card Operations for Payments (Cross-Agency) N FILE Resources (Cross-Agency) (Cross-Agency) (FBMS) Uniforms (FBMS) PROCESS (FBMS) TRANSACTIO N FILES FROM Management of Government Financial Management SMARTPAY PROGRAM Card Operations for Payments (Cross-Agency) BOA Resources (Cross-Agency) (Cross-Agency) (FBMS) Uniforms (FBMS) PROCESS (FBMS) UNIFORM CARD Management of Government Financial Management SMARTPAY PROGRAM Card Operations for Payments (Cross-Agency) ISSUANCE Resources (Cross-Agency) (Cross-Agency) (FBMS) Uniforms (FBMS) PROCESS (FBMS) UNIFORM Management of Government Financial Management SMARTPAY PROGRAM Card Operations for CARD USAGE Payments (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) Uniforms (FBMS) PROCESS (FBMS) 16
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) DELINQUENC Y Management of Government Financial Management SMARTPAY PROGRAM Central Card Payments (Cross-Agency) MANAGEMEN Resources (Cross-Agency) (Cross-Agency) (FBMS) Management (FBMS) T PROCESS (FBMS) ELECTRONIC ACCOUNT GOVERNMEN Management of Government Financial Management SMARTPAY PROGRAM Central Card Payments (Cross-Agency) T LEDGER Resources (Cross-Agency) (Cross-Agency) (FBMS) Management (FBMS) SYSTEMS (EAGLS) (FBMS) GOVERNMEN Management of Government Financial Management SMARTPAY PROGRAM Central Card T CARD Payments (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) Management (FBMS) SERVICES UNIT (FBMS) TOTAL Management of Government Financial Management SMARTPAY PROGRAM Central Card SYSTEMS Payments (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) Management (FBMS) SERVICES (FBMS) DOI INVOICE AND Management of Government Financial Management SMARTPAY PROGRAM Central Card Payments (Cross-Agency) PAYMENT Resources (Cross-Agency) (Cross-Agency) (FBMS) Management (FBMS) PROCESSING (FBMS) PAYMENT OF BANK OF Centrally Billed Management of Government Financial Management SMARTPAY PROGRAM AMERICA Payments (Cross-Agency) Transaction Processing Resources (Cross-Agency) (Cross-Agency) (FBMS) INVOICE (FBMS) PROCESS (FBMS) RECEIPTS OF TRANSACTIO Centrally Billed Management of Government Financial Management SMARTPAY PROGRAM NS FILE FROM Payments (Cross-Agency) Transaction Processing Resources (Cross-Agency) (Cross-Agency) (FBMS) BANK OF (FBMS) AMERICA (FBMS) REVIEW OF Centrally Billed TRANSACTIO Management of Government Financial Management SMARTPAY PROGRAM Payments (Cross-Agency) Transaction Processing N DATA Resources (Cross-Agency) (Cross-Agency) (FBMS) (FBMS) PROCESS-1 (FBMS) Management of Government Financial Management Payments (Cross-Agency) SMARTPAY PROGRAM Employee Billed LATE Resources (Cross-Agency) (Cross-Agency) (FBMS) Transactions (FBMS) PAYMENT 17
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) MANAGEMEN T PROCESS (FBMS) PAYMENT OF BANK OF Management of Government Financial Management SMARTPAY PROGRAM Employee Billed Payments (Cross-Agency) AMERICA BILL Resources (Cross-Agency) (Cross-Agency) (FBMS) Transactions (FBMS) PROCESS (FBMS) REVIEW OF TRANSACTIO Management of Government Financial Management SMARTPAY PROGRAM Employee Billed Payments (Cross-Agency) N DATA Resources (Cross-Agency) (Cross-Agency) (FBMS) Transactions (FBMS) PROCESS (FBMS) INTEGRATED CARD Management of Government Financial Management SMARTPAY PROGRAM Integrated Card Setup Payments (Cross-Agency) ISSUANCE Resources (Cross-Agency) (Cross-Agency) (FBMS) (FBMS) PROCESS (FBMS) INTEGRATED CARD Management of Government Financial Management SMARTPAY PROGRAM Integrated Card Setup Payments (Cross-Agency) MAINTENANC Resources (Cross-Agency) (Cross-Agency) (FBMS) (FBMS) E PROCESS (FBMS) Management of Government Financial Management SMARTPAY PROGRAM SmartPay Program Data Payments (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) Exchange (FBMS) Management of Government Financial Management Refund Payments (Cross-Agency) Program Payments Recreation Payments Resources (Cross-Agency) (Cross-Agency) Management PAYEE INFORMATION Management of Government Financial Management Payment Management Payments (Cross-Agency) MAINTENANCE Resources (Cross-Agency) (Cross-Agency) (FBMS) PROCESS (FBMS) PAYMENT Management of Government Financial Management Payment Management CONFIRMATION AND Payments (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) FOLLOW-UP PROCESS (FBMS) Management of Government Financial Management Payment Management PAYMENT EXECUTION Payments (Cross-Agency) Resources (Cross-Agency) (Cross-Agency) (FBMS) PROCESS (FBMS) PAYMENT Management of Government Financial Management Payment Management Payments (Cross-Agency) WAREHOUSING Resources (Cross-Agency) (Cross-Agency) (FBMS) PROCESS (FBMS) ENTERPRISE Management of Government Financial Management Reporting and Information MANAGEMENT Access to Transaction Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) INFORMATION Systems (FBMS) FUNCTION (FBMS) 18
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) ENTERPRISE Management of Government Financial Management Reporting and Information MANAGEMENT EMIS Data Exchange Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) INFORMATION (FBMS) FUNCTION (FBMS) ENTERPRISE Management of Government Financial Management Reporting and Information MANAGEMENT EMIS Systems Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) INFORMATION Management (FBMS) FUNCTION (FBMS) ENTERPRISE Human Resource Management of Government Financial Management Reporting and Information MANAGEMENT Accountability Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) INFORMATION Management (FBMS) FUNCTION (FBMS) ENTERPRISE Management of Government Financial Management Reporting and Information MANAGEMENT General Reporting Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) INFORMATION Capabilities (FBMS) FUNCTION (FBMS) ENTERPRISE Management of Government Financial Management Reporting and Information MANAGEMENT Financial Reporting Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) INFORMATION (FBMS) FUNCTION (FBMS) ENTERPRISE Management of Government Financial Management Reporting and Information MANAGEMENT Management Reporting Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) INFORMATION (FBMS) FUNCTION (FBMS) ENTERPRISE Management of Government Financial Management Reporting and Information MANAGEMENT Performance Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) INFORMATION Management (FBMS) FUNCTION (FBMS) Human Resource Pre employment (medical, Management of Government Management (Cross- testing, drug testing, etc.) Resources (Cross-Agency) Agency) (Cross-Agency) Human Resource Management of Government Random Drug Testing Management (Cross- Resources (Cross-Agency) (Cross-Agency) Agency) Human Resource Management of Government Vacancy Tracking (Cross- Management (Cross- Resources (Cross-Agency) Agency) Agency) Human Resource Management of Government Reporting and Metrics Management (Cross- Resources (Cross-Agency) (Cross-Agency) Agency) Human Resource Time and Labor Management of Government Management (Cross- Distribution (Cross- Resources (Cross-Agency) Agency) Agency) 19
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) APPLY Human Resource Staff Recruitment and Management of Government Applicant Intake and RECOMMEND Management (Cross- Employment (Cross- Recruitment and Staffing Resources (Cross-Agency) Recruiting (Cross-Agency) ED PAY Agency) Agency) SCALES Human Resource Staff Recruitment and Management of Government Applicant Intake and ASSIGN Management (Cross- Employment (Cross- Recruitment and Staffing Resources (Cross-Agency) Recruiting (Cross-Agency) EMPLOYEES Agency) Agency) DOCUMENT Human Resource Staff Recruitment and RECRUITMEN Management of Government Applicant Intake and Management (Cross- Employment (Cross- Recruitment and Staffing T AND Resources (Cross-Agency) Recruiting (Cross-Agency) Agency) Agency) STAFFING ACTIONS Human Resource Staff Recruitment and Human Management of Government Applicant Intake and Management (Cross- Employment (Cross- Recruitment and Staffing Resource Data Resources (Cross-Agency) Recruiting (Cross-Agency) Agency) Agency) Exchange Human Resource Staff Recruitment and Management of Government Applicant Intake and ISSUE Management (Cross- Employment (Cross- Recruitment and Staffing Resources (Cross-Agency) Recruiting (Cross-Agency) REFERRALS Agency) Agency) Human Resource Staff Recruitment and PREPARE Management of Government Applicant Intake and Management (Cross- Employment (Cross- Recruitment and Staffing STAFFING Resources (Cross-Agency) Recruiting (Cross-Agency) Agency) Agency) PLANS Human Resource Staff Recruitment and Management of Government Applicant Intake and RECRUIT Management (Cross- Employment (Cross- Recruitment and Staffing Resources (Cross-Agency) Recruiting (Cross-Agency) APPLICANTS Agency) Agency) Human Resource Management of Government Benefits Administration Management (Cross- Leave Processing ACCRUE LEAVE Resources (Cross-Agency) (Cross-Agency) Agency) Human Resource Management of Government Benefits Administration Management (Cross- Leave Processing ADJUST LEAVE Resources (Cross-Agency) (Cross-Agency) Agency) Human Resource Management of Government Benefits Administration Management (Cross- Leave Processing PROCESS LEAVE Resources (Cross-Agency) (Cross-Agency) Agency) Human Resource Management of Government Management (Cross- Evaluation (Cross-Agency) Resources (Cross-Agency) Agency) Human Resource Management of Government Labor Relations (Cross- Labor Relations Functions Management (Cross- Resources (Cross-Agency) Agency) (Cross-Agency) Agency) Human Resource Payroll Management and Management of Government ADJUST PAY Management (Cross- Expense Reimbursement Pay Processing Resources (Cross-Agency) CALCULATIONS Agency) (Cross-Agency) Management of Government Human Resource Payroll Management and Pay Processing CALCULATE AND 20
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Management (Cross- Expense Reimbursement Resources (Cross-Agency) APPLY DEDUCTIONS Agency) (Cross-Agency) Human Resource Payroll Management and Management of Government CALCULATE GROSS Management (Cross- Expense Reimbursement Pay Processing Resources (Cross-Agency) PAY Agency) (Cross-Agency) Human Resource Payroll Management and Management of Government Management (Cross- Expense Reimbursement Pay Processing GENERATE PAYMENTS Resources (Cross-Agency) Agency) (Cross-Agency) Human Resource Payroll Management and Management of Government Management (Cross- Expense Reimbursement Pay Processing MAINTAIN DATA Resources (Cross-Agency) Agency) (Cross-Agency) Human Resource Payroll Management and COLLECT TIME AND Management of Government Time and Attendance Management (Cross- Expense Reimbursement ATTENDANCE (T&A) Resources (Cross-Agency) Processing Agency) (Cross-Agency) DATA Human Resource Payroll Management and Management of Government Time and Attendance EDIT AND CORRECT Management (Cross- Expense Reimbursement Resources (Cross-Agency) Processing T&A DATA Agency) (Cross-Agency) Human Resource Payroll Management and Management of Government Time and Attendance REPORT AND Management (Cross- Expense Reimbursement Resources (Cross-Agency) Processing RELEASE T&A DATA Agency) (Cross-Agency) Human Resource Personnel Action Management of Government Labor Cost and ADJUST LABOR Management (Cross- Processing (Cross- Resources (Cross-Agency) Distribution DISTRIBUTION COSTS Agency) Agency) Human Resource Personnel Action CAPTURE COST BY Management of Government Labor Cost and Management (Cross- Processing (Cross- PREDEFINED WORK Resources (Cross-Agency) Distribution Agency) Agency) UNITS Human Resource Personnel Action PROVIDE LABOR COST Management of Government Labor Cost and Management (Cross- Processing (Cross- DATA FOR USE BY Resources (Cross-Agency) Distribution Agency) Agency) OTHER SYSTEMS PROVIDE OTHER Human Resource Personnel Action Management of Government Labor Cost and LABOR RELATED DATA Management (Cross- Processing (Cross- Resources (Cross-Agency) Distribution FOR USE BY OTHER Agency) Agency) SYSTEMS Human Resource Personnel Action ADMINISTER Management of Government Labor-Management and Management (Cross- Processing (Cross- INCENTIVE Resources (Cross-Agency) Employee Relations Agency) Agency) PROGRAMS Human Resource Personnel Action Management of Government Labor-Management and ADMINISTER LABOR Management (Cross- Processing (Cross- Resources (Cross-Agency) Employee Relations RELATIONS Agency) Agency) Human Resource Personnel Action ADMINISTER Management of Government Labor-Management and Management (Cross- Processing (Cross- PERFORMANCE Resources (Cross-Agency) Employee Relations Agency) Agency) MANAGEMENT Management of Government Human Resource Personnel Action Labor-Management and CONDUCT EMPLOYEE 21
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Management (Cross- Processing (Cross- Resources (Cross-Agency) Employee Relations RELATIONS Agency) Agency) Human Resource Personnel Action Management of Government Personnel Action FINALIZE PERSONNEL Management (Cross- Processing (Cross- Resources (Cross-Agency) Administration ACTIONS Agency) Agency) Human Resource Personnel Action Management of Government Personnel Action Management (Cross- Processing (Cross- RECORDS UPKEEP Resources (Cross-Agency) Administration Agency) Agency) Human Resource Personnel Action ANALYZE Management of Government Position Management and Management (Cross- Processing (Cross- ORGANIZATION Resources (Cross-Agency) Classification Agency) Agency) STRUCTURE Human Resource Personnel Action Management of Government Position Management and Management (Cross- Processing (Cross- CLASSIFY POSITIONS Resources (Cross-Agency) Classification Agency) Agency) Human Resource Personnel Action EVALUATE DUTIES Management of Government Position Management and Management (Cross- Processing (Cross- AND Resources (Cross-Agency) Classification Agency) Agency) RESPONSIBILITIES Human Resource Personnel Action PROCESS Management of Government Position Management and Management (Cross- Processing (Cross- ASSOCIATED HUMAN Resources (Cross-Agency) Classification Agency) Agency) RESOURCES DATA Human Resource Position Classification and Management of Government Management (Cross- Management (Cross- Resources (Cross-Agency) Agency) Agency) Human Resource Security Clearance Management of Government Management (Cross- Management (Cross- Resources (Cross-Agency) Agency) Agency) Human Resource Management of Government Training Management Management (Cross- Resources (Cross-Agency) (Cross-Agency) Agency) Human Resource Management of Government Discipline and Grievance Management (Cross- Resources (Cross-Agency) (Cross-Agency) Agency) Information and Technology IT Infrastructure Management of Government Management (Cross- Maintenance (Cross- Resources (Cross-Agency) Agency) Agency) Information and Technology Management of Government IT Security (Cross- Management (Cross- Resources (Cross-Agency) Agency) Agency) Information and Technology Lifecycle-Change Management of Government Management (Cross- Management (Cross- Resources (Cross-Agency) Agency) Agency) Management of Government Information and Technology Record Retention (Cross- Resources (Cross-Agency) Management (Cross- Agency) 22
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Agency) Information and Technology Management of Government System Development Management (Cross- Resources (Cross-Agency) (Cross-Agency) Agency) Information and Technology Management of Government Systems Maintenance Management (Cross- Resources (Cross-Agency) (Cross-Agency) Agency) Information and Technology Management of Government Information Management Management (Cross- Resources (Cross-Agency) (Cross-Agency) Agency) Management of Government Supply Chain Management Logistics Management Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) FORECASTIN G Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Acquisition Forecasting REQUIREMEN Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) (FBMS) TS PROCESS (FBMS) Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Acquisition Reporting Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) (FBMS) COMPLETION Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Post-Award PROCESS Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Administration (FBMS) (FBMS) CONTRACT ADMINISTRATI Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Post-Award ON PLANNING Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Administration (FBMS) PROCESS (FBMS) CONTRACT Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Post-Award MODIFICATIO Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Administration (FBMS) NS PROCESS (FBMS) CONTRACT Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Post-Award MONITORING Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Administration (FBMS) PROCESS (FBMS) CONTRACT PAYMENT Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Post-Award AGAINST Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Administration (FBMS) INVOICES PROCESS (FBMS) Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Post-Award PROPERTY Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Administration (FBMS) ADMINISTRATI 23
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) ON PROCESS (FBMS) TERMINATION Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Post-Award PROCESS Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Administration (FBMS) (FBMS) FUNDING Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION VERIFICATION Presolicitation (FBMS) Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) PROCESS (FBMS) MARKET Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Presolicitation (FBMS) RESEARCH Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) (FBMS) PURCHASE Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION REQUEST Presolicitation (FBMS) Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) PROCESS (FBMS) REQUIREMEN Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION T DEFINITION Presolicitation (FBMS) Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) PROCESS (FBMS) DETERMINE METHOD OF Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Presolicitation (FBMS) PROCUREME Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) NT PROCESS (FBMS) DEVELOP PROCUREME Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Solicitation-Award NT PLANS Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) (FBMS) PROCESS (FBMS) EVALUATION Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Solicitation-Award PROCESS Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) (FBMS) (FBMS) NEGOTIATION Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Solicitation-Award PROCESS Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) (FBMS) (FBMS) SOLICITATION DOCUMENT Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Solicitation-Award PREPARATIO Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) (FBMS) N PROCESS (FBMS) Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Acquisition Data Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Exchange (FBMS) 24
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Management of Government Supply Chain Management Goods Acquisition (Cross- ACQUISITION Procurement Systems Resources (Cross-Agency) (Cross-Agency) Agency) FUNCTION (FBMS) Management (FBMS) MATERIALS DISPOSAL Management of Government Supply Chain Management Inventory Control (Cross- Inventory Disposition INVENTORY FUNCTION PROCESS Resources (Cross-Agency) (Cross-Agency) Agency) (FBMS) (FBMS) (FBMS) MATERIALS ISSUING Management of Government Supply Chain Management Inventory Control (Cross- Inventory Disposition INVENTORY FUNCTION PROCESS Resources (Cross-Agency) (Cross-Agency) Agency) (FBMS) (FBMS) (FBMS) MATERIALS LOANING Management of Government Supply Chain Management Inventory Control (Cross- Inventory Disposition INVENTORY FUNCTION PROCESS Resources (Cross-Agency) (Cross-Agency) Agency) (FBMS) (FBMS) (FBMS) MATERIALS Inventory Undergoing REPAIRING Management of Government Supply Chain Management Inventory Control (Cross- INVENTORY FUNCTION Repair or in Production PROCESS Resources (Cross-Agency) (Cross-Agency) Agency) (FBMS) (FBMS) (FBMS) WORK-IN- MATERIALS Inventory Undergoing PROCESS Management of Government Supply Chain Management Inventory Control (Cross- INVENTORY FUNCTION Repair or in Production TRACKING Resources (Cross-Agency) (Cross-Agency) Agency) (FBMS) (FBMS) PROCESS (FBMS) INVENTORY MATERIALS Management of Government Supply Chain Management Inventory Control (Cross- Needs Determination PLANNING INVENTORY FUNCTION Resources (Cross-Agency) (Cross-Agency) Agency) (FBMS) PROCESS (FBMS) (FBMS) MATERIALS MONITORING Management of Government Supply Chain Management Inventory Control (Cross- Program Planning and INVENTORY FUNCTION PROCESS Resources (Cross-Agency) (Cross-Agency) Agency) Monitoring (FBMS) (FBMS) (FBMS) POLICIES AND MATERIALS Management of Government Supply Chain Management Inventory Control (Cross- Program Planning and STANDARDS INVENTORY FUNCTION Resources (Cross-Agency) (Cross-Agency) Agency) Monitoring (FBMS) PROCESS (FBMS) (FBMS) RECEIPT AND MATERIALS Management of Government Supply Chain Management Inventory Control (Cross- Inventory in Storage INSPECTION INVENTORY FUNCTION Resources (Cross-Agency) (Cross-Agency) Agency) Management (FBMS) PROCESS (FBMS) (FBMS) MATERIALS STORING Management of Government Supply Chain Management Inventory Control (Cross- Inventory in Storage INVENTORY FUNCTION PROCESS Resources (Cross-Agency) (Cross-Agency) Agency) Management (FBMS) (FBMS) (FBMS) Management of Government Supply Chain Management Services Acquisition Resources (Cross-Agency) (Cross-Agency) (Cross-Agency) Mode of Delivery - Financial Federal Financial Federal Grants (Non- Vehicles Assistance State) Mode of Delivery - Financial Federal Financial Direct Transfers to Vehicles Assistance Individuals 25
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Mode of Delivery - Financial Federal Financial Subsidies Vehicles Assistance Mode of Delivery - Financial Federal Financial Tax Credits Vehicles Assistance Mode of Delivery - Financial Credit and Insurance Loan Guarantees Vehicles Mode of Delivery - Financial Credit and Insurance Direct Loans Vehicles Mode of Delivery - Financial Credit and Insurance General Insurance Vehicles Mode of Delivery - Financial Transfers to State & Local Formula Grants Vehicles Governments Mode of Delivery - Financial Transfers to State & Local State Loans Vehicles Governments Mode of Delivery - Financial Transfers to State & Local Wildland Fire Grant Earmarked Grants Vehicles Governments Management Mode of Delivery - Financial Transfers to State & Local Project - Competitive Vehicles Governments Grants Mode of Delivery - Knowledge Creation and Wildland Fire Research & Research & Development Government Service Delivery Management Development Mode of Delivery - Knowledge Creation and Advising and Consulting Government Service Delivery Management Mode of Delivery - Knowledge Creation and General Purpose Data and Government Service Delivery Management Statistics Mode of Delivery - Knowledge Creation and Knowledge Dissemination Government Service Delivery Management Mode of Delivery - Direct Services for Citizens Civilian Operations Government Service Delivery Mode of Delivery - Direct Services for Citizens Military Operations Government Service Delivery Mode of Delivery - Regulatory Compliance and Inspections & Auditing Government Service Delivery Enforcement Standard Mode of Delivery - Regulatory Compliance and Development of Wildland Setting/Reporting Government Service Delivery Enforcement Fire Standards Guideline Development Mode of Delivery - Regulatory Compliance and Permits and Licensing Government Service Delivery Enforcement Mode of Delivery - Public Goods Creation & Information Infrastructure Government Service Delivery Management Management Public Resources, Mode of Delivery - Public Goods Creation & Facilities & Infrastructure Government Service Delivery Management Management 26
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Mode of Delivery - Public Goods Creation & Manufacturing Government Service Delivery Management Mode of Delivery - Public Goods Creation & Construction Government Service Delivery Management Agricultural Innovation and Public Resources Services for Citizens Natural Resources Services Management Water Resource Water Resource 0B: Manage and Protect Services for Citizens Natural Resources Management Administration Aquatic Resources Water Resource Water Resource 47: Manage Public Services for Citizens Natural Resources Management Administration Resources: Water Water Resource Water Resource 8J: Enhance Water Services for Citizens Natural Resources Management Administration Supply Water Resource Water Resource 9C: Oversee/Administer Services for Citizens Natural Resources Management Administration Water Service Contracts 9D: Provide Additional Water Resource Water Resource Services for Citizens Natural Resources Water to Meet Various Management Administration Needs Water Resource Water Resource 4C: Construct Water Services for Citizens Natural Resources Operations and Management Conveyance Facilities Maintenance Water Resource Water Resource 4E: Maintain Surface and Services for Citizens Natural Resources Operations and Management Ground Water Systems Maintenance Water Resource Water Resource 4H: Operate Dams/Water Services for Citizens Natural Resources Operations and Management Storage Facilities Maintenance Water Resource Water Resource 4J: Operate Conveyance Services for Citizens Natural Resources Operations and Management Facilities Maintenance Water Resource Water Resource 4L: Reduce Dam Safety Services for Citizens Natural Resources Operations and Management Risks Maintenance Water Resource Water Resource 4M: Maintain Water Services for Citizens Natural Resources Operations and Management Conveyance Facilities Maintenance Water Resource 5A: Maintain Water Resource Services for Citizens Natural Resources Operations and Dams/Water Storage Management Maintenance Facilities Water Resource 22: Plan for Water and Services for Citizens Natural Resources Water Resource Planning Management Related Resource Use Services for Citizens Natural Resources Water Resource Water Resource Planning N5: Conduct Water Management Resource Development 27
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Studies 57: Manage Natural Water Resource Resource Damage Water Resource Services for Citizens Natural Resources Treatments and Assessment and Management Assessments Restoration Program to Imp--> Water Resource 8H: Reduce Salt Loading Water Resource Services for Citizens Natural Resources Treatments and into Colorado Management Assessments River/Reservoir System Water Resource 8K: Implement Water Resource Services for Citizens Natural Resources Treatments and Environmental Management Assessments Recommendations Water Resource Water Resource M2: Assess Water Services for Citizens Natural Resources Treatments and Management Quality Assessments Water Resource Water Resource M3: Assess Water Services for Citizens Natural Resources Treatments and Management Quantity Assessments Conservation, Marine and 9R: Approve Cadastral Services for Citizens Natural Resources Cadastral Survey Land Management Surveys Conservation, Marine and J5: Provide Cadastral Services for Citizens Natural Resources Cadastral Survey Land Management Field Miles Surveys Conservation, Marine and J6: Collect/Update Digital Services for Citizens Natural Resources Cadastral Survey Land Management Cadastral Data 42: Manage Cultural Conservation, Marine and Cultural Heritage Services for Citizens Natural Resources Protection & Heritage Land Management Management Resources Conservation, Marine and Cultural Heritage 4B: Manage/Protect Services for Citizens Natural Resources Land Management Management Museum Items Conservation, Marine and Cultural Heritage 7S: Protect/Enhance Services for Citizens Natural Resources Land Management Management Wild and Scenic Rivers 7T: Protect/Enhance Conservation, Marine and Cultural Heritage Services for Citizens Natural Resources National and Scenic Land Management Management Historic Trails Conservation, Marine and Cultural Heritage 7U: Gather/Remove Wild Services for Citizens Natural Resources Land Management Management Horses and Burros Conservation, Marine and Cultural Heritage 7V: Prepare/Hold Wild Services for Citizens Natural Resources Land Management Management Horses and Burros Conservation, Marine and Cultural Heritage 7W: Adopt Wild Horses Services for Citizens Natural Resources Land Management Management and Burros Conservation, Marine and Cultural Heritage Services for Citizens Natural Resources 7Y: Treat Museum Items Land Management Management 28
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Conservation, Marine and Cultural Heritage 8A: Acquire, Dispose, Services for Citizens Natural Resources Land Management Management Loan Museum Items 8Y: Evaluate National Conservation, Marine and Cultural Heritage Services for Citizens Natural Resources And Scenic Historic Land Management Management Trails 8Z: Administer Cultural Conservation, Marine and Cultural Heritage Services for Citizens Natural Resources and Natural Heritage Land Management Management Grants Conservation, Marine and Cultural Heritage C7: Inventory Museum Services for Citizens Natural Resources Land Management Management Objects Conservation, Marine and Cultural Heritage C9: Manage National Services for Citizens Natural Resources Land Management Management Registries D1: Process Non-Sec Conservation, Marine and Cultural Heritage Services for Citizens Natural Resources 106 Cultural and Land Management Management Paleontological Data Conservation, Marine and Cultural Heritage D3: Assess and Plan for Services for Citizens Natural Resources Land Management Management Designated Areas D8: Conduct Census of Conservation, Marine and Cultural Heritage Services for Citizens Natural Resources Wild Horse and Burro Land Management Management Areas D9: Manage/Protect Conservation, Marine and Cultural Heritage Services for Citizens Natural Resources Cultural and Natural Land Management Management Heritage Resources E1: Monitor Wild Horse Conservation, Marine and Cultural Heritage Services for Citizens Natural Resources and Burro Herd Land Management Management Management Areas E2: Determine Status of Conservation, Marine and Cultural Heritage Services for Citizens Natural Resources Cultural and Heritage Land Management Management Resources R5: Transfer Technical Conservation, Marine and Cultural Heritage Knowledge of Cultural Services for Citizens Natural Resources Land Management Management and Natural Heritage Resources --> X8: Provide Technical Conservation, Marine and Cultural Heritage Assistance for Cultural Services for Citizens Natural Resources Land Management Management and Natural Heritage Resources Conservation, Marine and 06: Recover Threatened Services for Citizens Natural Resources Ecosystem Management Land Management and Endangered Species 7M: Conduct Conservation, Marine and Services for Citizens Natural Resources Ecosystem Management Endangered Species Land Management Listing Activities Services for Citizens Natural Resources Conservation, Marine and Ecosystem Management 7N: Control Invasive 29
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Land Management Animals Conservation, Marine and 7P: Control Invasive Services for Citizens Natural Resources Ecosystem Management Land Management Plants 7Q: Conserve Habitats to Conservation, Marine and Services for Citizens Natural Resources Ecosystem Management Support Non-Threatened Land Management and Endangered Species 7R: Conserve Non- Conservation, Marine and Services for Citizens Natural Resources Ecosystem Management Threatened and Land Management Endangered Species Conservation, Marine and 7Z: Manage Candidate Services for Citizens Natural Resources Ecosystem Management Land Management Species A1: Inventory Ecological Conservation, Marine and Services for Citizens Natural Resources Ecosystem Management Sites On Land Management Rangelands/Farmlands C3: Collect, Manage and Conservation, Marine and Distribute Data to Inform Services for Citizens Natural Resources Ecosystem Management Land Management Decisions on Invasive Species G2: Monitor Conservation, Marine and Shrub/Grass/Pine Services for Citizens Natural Resources Ecosystem Management Land Management Juniper (PJ) Forest Treatments M4: Conduct Research to Conservation, Marine and Services for Citizens Natural Resources Ecosystem Management Inform Decisions on Land Management Invasive Species Conservation, Marine and R0: Prevent Introduction Services for Citizens Natural Resources Ecosystem Management Land Management of Invasive Species L3: Provide Technical Assistance to Inform Conservation, Marine and Services for Citizens Natural Resources Knowledge Advancement Decisions on Land Management Landscapes and Water-- > L5: Conduct Research to Conservation, Marine and Inform Decisions on Services for Citizens Natural Resources Knowledge Advancement Land Management Landscapes, Watersheds, Marine &--> L8: Conduct Research to Conservation, Marine and Inform Decisions on Services for Citizens Natural Resources Knowledge Advancement Land Management Sustaining Biological Communities M5: Conduct Research to Conservation, Marine and Services for Citizens Natural Resources Knowledge Advancement Advance Knowledge and Land Management Inform Decisions 30
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) N1: Conduct Research to Conservation, Marine and Inform Decisions Non- Services for Citizens Natural Resources Knowledge Advancement Land Management Energy Mineral Resources N7: Conduct Research to Conservation, Marine and Inform Decisions on Services for Citizens Natural Resources Knowledge Advancement Land Management Managing Risk from Natural Hazards Z3: Provide Technical Conservation, Marine and Assistance to Inform Services for Citizens Natural Resources Knowledge Advancement Land Management Decisions on Managing Risk from N--> Conservation, Marine and 53: Manage Knowledge Services for Citizens Natural Resources Knowledge Advancement Land Management Advancement Conservation, Marine and 9L: Process Land Services for Citizens Natural Resources Realty Management Land Management Acquisitions Conservation, Marine and 9M: Process Land Services for Citizens Natural Resources Realty Management Land Management Withdrawal Actions Conservation, Marine and 9V: Process Land Services for Citizens Natural Resources Realty Management Land Management Disposals Conservation, Marine and Q4: Manage Public Land Services for Citizens Natural Resources Realty Management Land Management Records 8B: Evaluate Invasive Conservation, Marine and Services for Citizens Natural Resources Resource Assessments Plant Species Land Management Treatments 8M: Conduct Conservation, Marine and Services for Citizens Natural Resources Resource Assessments Environmental Land Management Consultations - Forage 8N: Conduct Conservation, Marine and Services for Citizens Natural Resources Resource Assessments Environmental Land Management Consultations - Forest Conservation, Marine and F6: Assess Alaska Services for Citizens Natural Resources Resource Assessments Land Management Minerals Conservation, Marine and G6: Evaluate Forest Services for Citizens Natural Resources Resource Assessments Land Management Resources Conservation, Marine and G7: Assess Resource Services for Citizens Natural Resources Resource Assessments Land Management Use Impacts L4: Inventory and Assess Conservation, Marine and Services for Citizens Natural Resources Resource Assessments Landscapes and Land Management Watersheds Conservation, Marine and L9: Assess Non-Invasive Services for Citizens Natural Resources Resource Assessments Land Management Species 31
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Conservation, Marine and M1: Assess Invasive Services for Citizens Natural Resources Resource Assessments Land Management Species M7: Conduct Conservation, Marine and Assessments to Inform Services for Citizens Natural Resources Resource Assessments Land Management Decisions on Energy Resources N0: Conduct Conservation, Marine and Assessments to Inform Services for Citizens Natural Resources Resource Assessments Land Management Decisions on Non-Energy Mineral Resources Conservation, Marine and N3: Evaluate Rangeland Services for Citizens Natural Resources Resource Assessments Land Management Health N9: Conduct Conservation, Marine and Assessments to Advance Services for Citizens Natural Resources Resource Assessments Land Management Knowledge and Inform Decisions 2A: Conduct Wild Horse Conservation, Marine and Resource Compliance / Services for Citizens Natural Resources and Burro Compliance Land Management Regulation Inspections 2D: Evaluate State Conservation, Marine and Resource Compliance / Services for Citizens Natural Resources Regulatory Programs - Land Management Regulation Coal 2G: Conduct Realty And Conservation, Marine and Resource Compliance / Services for Citizens Natural Resources Geophysical Compliance Land Management Regulation Inspections 2L: Inspect and Verify Conservation, Marine and Resource Compliance / Services for Citizens Natural Resources Non-Energy Compliance Land Management Regulation Mineral Production 2M: Inspect and Verify Conservation, Marine and Resource Compliance / Services for Citizens Natural Resources Production at Solid Land Management Regulation Mineral Sites 2N: Inspect Locatable Conservation, Marine and Resource Compliance / Mineral Sites for Surface Services for Citizens Natural Resources Land Management Regulation Management Compliance Conservation, Marine and Resource Compliance / 2P: Provide Forage Services for Citizens Natural Resources Land Management Regulation Resource Compliance Conservation, Marine and Resource Compliance / G4: Regulate Forest Services for Citizens Natural Resources Land Management Regulation Product Resource Use Conservation, Marine and Services for Citizens Natural Resources Resource Management 0E: Manage Wilderness Land Management Conservation, Marine and 0G: Process On-Shore Services for Citizens Natural Resources Resource Management Land Management APM/Sundry Notices 32
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Conservation, Marine and 0P: Preserve Land and Services for Citizens Natural Resources Resource Management Land Management Aquatic Health Conservation, Marine and 0W: Process Mineral Services for Citizens Natural Resources Resource Management Land Management Material Disposals Conservation, Marine and 0X: Process Mining Services for Citizens Natural Resources Resource Management Land Management Plans of Operations Conservation, Marine and 0Y: Process Mining Services for Citizens Natural Resources Resource Management Land Management Notices Conservation, Marine and 0Z: Record/Adjudicate Services for Citizens Natural Resources Resource Management Land Management Mining Claims/Sites 1B: Determine Mining Conservation, Marine and Services for Citizens Natural Resources Resource Management Claim Validity/Process Land Management Mineral Patents Conservation, Marine and Services for Citizens Natural Resources Resource Management 1C: Manage Helium Land Management Conservation, Marine and 1H: Administer Forest Services for Citizens Natural Resources Resource Management Land Management Resources Conservation, Marine and 40: Manage Watershed Services for Citizens Natural Resources Resource Management Land Management Health and Landscapes 41: Manage Biological Conservation, Marine and Services for Citizens Natural Resources Resource Management Communities Land Management Sustainments Conservation, Marine and 44: Manage Public Services for Citizens Natural Resources Resource Management Land Management Resources: Non-Energy Conservation, Marine and 45: Manage Public Services for Citizens Natural Resources Resource Management Land Management Resources: Forage 46: Manage Public Conservation, Marine and Services for Citizens Natural Resources Resource Management Resources: Forest Land Management Products 4A: Construct Conservation, Marine and Services for Citizens Natural Resources Resource Management Shrub/Grass/PJ/Forest Land Management Projects 4G: Maintain Conservation, Marine and Shrub/Grass/Pine Services for Citizens Natural Resources Resource Management Land Management Juniper (PJ)/Forest Projects 6B: Conduct Environmental Conservation, Marine and Services for Citizens Natural Resources Resource Management Consultations for Land Management Watersheds and Landscapes Services for Citizens Natural Resources Conservation, Marine and Resource Management 7H: Restore, Control or 33
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Mitigate Disturbances to Land Management Mined Lands Conservation, Marine and 7L: Restore Forest and Services for Citizens Natural Resources Resource Management Land Management Woodlands Conservation, Marine and 8E: Manage Project Services for Citizens Natural Resources Resource Management Land Management Lands Conservation, Marine and G0: Monitor Grazing Services for Citizens Natural Resources Resource Management Land Management Allotments G1: Manage Forest and Conservation, Marine and Services for Citizens Natural Resources Resource Management Woodland Commercial Land Management Sales X5: Provide Technical Conservation, Marine and Assistance to Inform Services for Citizens Natural Resources Resource Management Land Management Decisions on Invasive Species X6: Provide Technical Conservation, Marine and Assistance to Inform Services for Citizens Natural Resources Resource Management Land Management Decisions on Sustaining Biologica--> Y6: Provide Technical Conservation, Marine and Assistance to Inform Services for Citizens Natural Resources Resource Management Land Management Decisions on Non-Energy Mineral R--> Z5: Provide Technical Conservation, Marine and Services for Citizens Natural Resources Resource Management Assistance to Inform Land Management Decisions 02: Plan Conservation, Marine and Services for Citizens Natural Resources Resource Planning Landscape/Watershed Land Management Resource Management 03: Plan/Evaluate Programs to Inform Conservation, Marine and Services for Citizens Natural Resources Resource Planning Decisions on Land Management Landscapes, Watersheds, Ma--> 04: Plan/Evaluate Conservation, Marine and Programs to Inform Services for Citizens Natural Resources Resource Planning Land Management Decisions on Managing Risk from Natural--> Conservation, Marine and 05: Plan For Biological Services for Citizens Natural Resources Resource Planning Land Management Communities Services for Citizens Natural Resources Conservation, Marine and Resource Planning 07: Plan/Evaluate Land Management Programs to Inform Decisions on Sustaining 34
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Biological Comm--> Conservation, Marine and 09: Plan Wilderness Area Services for Citizens Natural Resources Resource Planning Land Management Management 10: Develop/Review Conservation, Marine and Services for Citizens Natural Resources Resource Planning Designated Area Land Management Management Plans 11: Plan for Protection of Conservation, Marine and Services for Citizens Natural Resources Resource Planning Cultural and Natural Land Management Heritage Resources Conservation, Marine and 12: Plan for Herd Services for Citizens Natural Resources Resource Planning Land Management Management 13: Plan/Evaluate Conservation, Marine and Programs to Inform Services for Citizens Natural Resources Resource Planning Land Management Decisions on Invasive Species 17: Plan/Evaluate Conservation, Marine and Programs to Inform Services for Citizens Natural Resources Resource Planning Land Management Decisions on Energy Resources Conservation, Marine and 18: Prepare Resource Services for Citizens Natural Resources Resource Planning Land Management Use Plans 19: Plan/Evaluate Conservation, Marine and Programs to Inform Services for Citizens Natural Resources Resource Planning Land Management Decisions on Non-Energy Mineral Resources Conservation, Marine and 30: Prepare Land Use Services for Citizens Natural Resources Resource Planning Land Management Plans Conservation, Marine and 31: Prepare Land Use Services for Citizens Natural Resources Resource Planning Land Management Plan Amendment Conservation, Marine and 36: Evaluate Land Use Services for Citizens Natural Resources Resource Planning Land Management Plans 38: Plan/Evaluate Conservation, Marine and Programs to Advance Services for Citizens Natural Resources Resource Planning Land Management Knowledge and Inform Decisions 0A: Authorize Use of Conservation, Marine and Services for Citizens Natural Resources Use Authorization Cultural and Natural Land Management Heritage Resources Conservation, Marine and 0D: Maintain Oil and Gas Services for Citizens Natural Resources Use Authorization Land Management Lease Authorizations Services for Citizens Natural Resources Conservation, Marine and Use Authorization 0F: Process On-Shore Land Management Applications for Permits to Drill (APD) 35
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Applications Conservation, Marine and 0H: Process Oil and Gas Services for Citizens Natural Resources Use Authorization Land Management Leases 0M: Process Off-Shore Conservation, Marine and Services for Citizens Natural Resources Use Authorization Oil and Gas User Plans Land Management & Permits Conservation, Marine and 0N: Prepare Vegetation Services for Citizens Natural Resources Use Authorization Land Management Permits and Contracts Conservation, Marine and 0Q: Process Coal Post Services for Citizens Natural Resources Use Authorization Land Management Lease Actions 0V: Process Non-Energy Conservation, Marine and Services for Citizens Natural Resources Use Authorization Mineral Licenses, Land Management Permits or Leases 1D: Process Non-Energy Conservation, Marine and Services for Citizens Natural Resources Use Authorization Mineral Post Lease Land Management Actions Conservation, Marine and 1E: Issue Grazing Services for Citizens Natural Resources Use Authorization Land Management Permits/Leases Conservation, Marine and 1S: Transfer Grazing Services for Citizens Natural Resources Use Authorization Land Management Preferences 1V: Process and Manage Conservation, Marine and Services for Citizens Natural Resources Use Authorization Right-Of-Way (ROW) Land Management Decisions Conservation, Marine and 1W: Issue Grazing Use Services for Citizens Natural Resources Use Authorization Land Management Authorizations A8: Collect, Manage and Conservation, Marine and Collect and Manage Distribute Data to Inform Services for Citizens Natural Resources Land Management Information for LRM Decisions on Fire- Adapted --> B6: Collect, Manage and Conservation, Marine and Collect and Manage Distribute Data to Inform Services for Citizens Natural Resources Land Management Information for LRM Decisions on Landscapes, W--> C5: Collect, Manage and Conservation, Marine and Collect and Manage Distribute Data to Inform Services for Citizens Natural Resources Land Management Information for LRM Decisions on Sustaining Bi--> F2: Collect, Manage and Conservation, Marine and Collect and Manage Distribute Data to Inform Services for Citizens Natural Resources Land Management Information for LRM Decisions on Energy Resources Services for Citizens Natural Resources Conservation, Marine and Collect and Manage F7: Collect, Manage and Land Management Information for LRM Distribute Data to Inform 36
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Decisions on Non-Energy Mi--> J7: Collect, Manage and Conservation, Marine and Collect and Manage Distribute Data to Inform Services for Citizens Natural Resources Land Management Information for LRM Decisions on Managing Risk--> J8: Collect, Manage and Conservation, Marine and Collect and Manage Distribute Data To Services for Citizens Natural Resources Land Management Information for LRM Advance Knowledge and Inform Deci--> Conservation, Marine and 4F: Treat Shrub/Grass Services for Citizens Natural Resources Land Treatments Land Management Vegetation 7A: Reduce Hazardous Conservation, Marine and Services for Citizens Natural Resources Land Treatments Fuels - Prescribed Fire Land Management (non-WUI) 7B: Reduce Hazardous Conservation, Marine and Services for Citizens Natural Resources Land Treatments Fuels - Mechanical (Non- Land Management WUI) 7C: Reduce Hazardous Conservation, Marine and Services for Citizens Natural Resources Land Treatments Fuels - Other Methods Land Management (Non-WUI) Conservation, Marine and 7D: Stabilize Burned Services for Citizens Natural Resources Land Treatments Land Management Areas 7E: Rehabilitate Lands Conservation, Marine and Services for Citizens Natural Resources Land Treatments Damaged by Wildland Land Management Fire Conservation, Marine and 7F: Perform Wetland Services for Citizens Natural Resources Land Treatments Land Management Restoration Treatment Conservation, Marine and 7G: Perform Upland Services for Citizens Natural Resources Land Treatments Land Management Restoration Treatment Conservation, Marine and 7J: Perform Riparian Services for Citizens Natural Resources Land Treatments Land Management Restoration Treatment Conservation, Marine and 7K: Perform Marine Services for Citizens Natural Resources Land Treatments Land Management Restoration Treatment 7X: Treat Cultural and Conservation, Marine and Services for Citizens Natural Resources Land Treatments Natural Heritage Land Management Resources 8F: Manage Naturally Conservation, Marine and Occurring Fires for Services for Citizens Natural Resources Land Treatments Land Management Natural Resource Benefit (Wildland --> Conservation, Marine and 8G: Treat Commercial Services for Citizens Natural Resources Land Treatments Land Management Forests and Woodlands 37
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) 8R: Reduce Hazardous Conservation, Marine and Services for Citizens Natural Resources Land Treatments Fuels - Prescribed Fire Land Management (WUI) Conservation, Marine and 8S: Reduce Fuels - Services for Citizens Natural Resources Land Treatments Land Management Mechanical (WUI) Conservation, Marine and 8U: Reduce Hazardous Services for Citizens Natural Resources Land Treatments Land Management Fuels - Other (WUI) Recreational Resource Conduct Recreation Services for Citizens Natural Resources Recreation Operations Management and Tourism Related Sales Recreational Resource 5T: Manage and Operate Services for Citizens Natural Resources Recreation Operations Management and Tourism Trails Recreational Resource T2: Inspect Concessions Services for Citizens Natural Resources Recreation Operations Management and Tourism Operations W0: Manage Special Recreational Resource Services for Citizens Natural Resources Recreation Operations Events and Management and Tourism Demonstrations Manage Recreation Recreational Resource Recreation Resource Services for Citizens Natural Resources Reservation and Customer Help Management and Tourism Management Information Services Manage Recreation Deliver Recreational Resource Recreation Resource Services for Citizens Natural Resources Reservation and Recreation Management and Tourism Management Information Services Information Manage Recreation Manage Recreational Resource Recreation Resource Services for Citizens Natural Resources Reservation and Customer Management and Tourism Management Information Services Feedback Manage Recreation Recreational Resource Recreation Resource Portal User Services for Citizens Natural Resources Reservation and Management and Tourism Management Profile Creation Information Services Manage Recreation Recreational Resource Recreation Resource Recreation Modify Services for Citizens Natural Resources Reservation and Management and Tourism Management Reservations Reservation Information Services Manage Recreation Recreational Resource Recreation Resource Recreation Services for Citizens Natural Resources Reservation and Make Reservation Management and Tourism Management Reservations Information Services Manage Recreation Recreational Resource Recreation Resource Recreation Cancel Services for Citizens Natural Resources Reservation and Management and Tourism Management Reservations Reservation Information Services Manage Recreation Collect Recreational Resource Recreation Resource Recreation Services for Citizens Natural Resources Reservation and Reservation Management and Tourism Management Reservations Information Services Request Manage Recreation Create the Recreational Resource Recreation Resource Recreation Services for Citizens Natural Resources Reservation and Reservation Management and Tourism Management Reservations Information Services Request 38
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Manage Recreation Recreational Resource Recreation Resource Cancel Credit Services for Citizens Natural Resources Reservation and Retail Sales Management and Tourism Management Card Charge Information Services Manage Recreation Recreational Resource Recreation Resource Services for Citizens Natural Resources Reservation and Retail Sales Collect Cash Management and Tourism Management Information Services Manage Recreation Recreational Resource Recreation Resource Convert Cash to Services for Citizens Natural Resources Reservation and Retail Sales Management and Tourism Management Money Order Information Services Manage Recreation Deposit Cash in Recreational Resource Recreation Resource Services for Citizens Natural Resources Reservation and Retail Sales Local TGA Management and Tourism Management Information Services Account Receive Purchase Manage Recreation Recreational Resource Recreation Resource and Credit Services for Citizens Natural Resources Reservation and Retail Sales Management and Tourism Management Payment Information Services Information Manage Recreation Recreational Resource Recreation Resource Settle Credit Services for Citizens Natural Resources Reservation and Retail Sales Management and Tourism Management Account Information Services Manage Recreation Recreational Resource Recreation Resource Standards Services for Citizens Natural Resources Reservation and Management and Tourism Management Development Information Services Manage Recreation Recreational Resource Recreation Resource Trip Planning Gather Trip Services for Citizens Natural Resources Reservation and Management and Tourism Management Management Options Information Services Update Manage Recreation Recreation Recreational Resource Recreation Resource Services for Citizens Natural Resources Reservation and Resource Management and Tourism Management Information Services Inventory Availability Recreational Resource Recreation Resource Services for Citizens Natural Resources 50: Manage Recreation Management and Tourism Management Recreational Resource Recreation Resource 8P: Manage Wildlife for Services for Citizens Natural Resources Management and Tourism Management Recreation Gather Recreational Resource Recreation Resource H8: Collect Data for Services for Citizens Natural Resources Recreation Gather Information Management and Tourism Management Recreation Resources Information Gather Gather Data to Recreational Resource Recreation Resource H8: Collect Data for Services for Citizens Natural Resources Recreation Fulfill Information Management and Tourism Management Recreation Resources Information Request Consolidate Recreational Resource Recreation Resource H8: Collect Data for Services for Citizens Natural Resources Recreation Management and Tourism Management Recreation Resources Information 39
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Recreational Resource General Financial Services for Citizens Natural Resources Management and Tourism Management Functions R1: Manage Cultural And Recreational Resource Recreation Resource Services for Citizens Natural Resources Natural Resources Management and Tourism Education and Outreach Exhibits S3: Provide Education Recreational Resource Recreation Resource Services for Citizens Natural Resources and Interpretation Management and Tourism Education and Outreach Services Z1: Provide Technical Recreational Resource Recreation Resource Services for Citizens Natural Resources Assistance for Management and Tourism Education and Outreach Recreation 1P: Issue and Manage Recreational Resource Recreation Resource Special Recreation Services for Citizens Natural Resources Management and Tourism Permits Permits for Non Commercial Use Recreational Resource Recreation Resource 1Q: Issue and Manage Services for Citizens Natural Resources Management and Tourism Permits Recreation Use Permits 1R: Issue and Manage Recreational Resource Recreation Resource Special Recreation Services for Citizens Natural Resources Management and Tourism Permits Permits For Commercial Users 3A: Inspect Commercial Recreational Resource Recreation Resource Services for Citizens Natural Resources Special Recreation Management and Tourism Permits Permits For Compliance Recreational Resource Recreation Resource 26: Prepare and Revise Services for Citizens Natural Resources Management and Tourism Planning Recreation Activity Plans 8X: Conduct Recreational Resource Recreation Resource Environmental Services for Citizens Natural Resources Management and Tourism Planning Consultations for Recreation H4: Evaluate Linear Recreational Resource Recreation Resource Services for Citizens Natural Resources Recreation Management Management and Tourism Planning Objectives Recreational Resource Recreation Resource H7: Evaluate Recreation Services for Citizens Natural Resources Management and Tourism Planning Areas Recreational Resource Recreation Resource J0: Assess Linear Services for Citizens Natural Resources Management and Tourism Planning Recreation Resources Energy Resource Energy Resource 2E: Perform Coal Services for Citizens Energy Compliance and Management Compliance Inspections Regulation Energy Resource Energy Resource 2F: Perform Oil and Gas Services for Citizens Energy Compliance and Management Compliance Inspections Regulation 40
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Energy Resource 2H: Ensure Compliance Energy Resource Services for Citizens Energy Compliance and and Manage Assets - Management Regulation Mineral Revenues 0C: Process Oil and Gas Energy Resource Energy Resource Lease Services for Citizens Energy Reservoir Drainage Management Processing Cases Energy Resource Energy Resource Lease 0J: Process Coal and Services for Citizens Energy Management Processing Acreage Leases Energy Resource Energy Resource Lease 0L: Process Other Services for Citizens Energy Management Processing Easements/Licenses 0U: Process Oil and Gas Energy Resource Energy Resource Lease Services for Citizens Energy Reservoir Management Management Processing Agreements Energy Resource Energy Resource Lease 9U: Support Hydropower Services for Citizens Energy Management Processing Licensing/Relicensing Energy Resource Energy Resource 43: Manage Public Services for Citizens Energy Management Management Functions Resources: Energy M8: Conduct Research to Energy Resource Energy Resource Services for Citizens Energy Inform Decisions on Management Research Energy Resources Y5: Provide Technical Energy Resource Energy Resource Assistance to Inform Services for Citizens Energy Management Research Decisions on Energy Resources Energy Conservation- Energy Conservation and 0T: Regulate Energy Services for Citizens Energy Regulation of Resource Preparedness Resource Use - Coal Use 0R: Ensure Optional Energy Supply - Maintain Services for Citizens Energy Energy Supply Value of Oil and Gas Supply Resources 0S: Deliver Oil to DOE Energy Supply - Maintain Services for Citizens Energy Energy Supply for Strategic Petroleum Supply Reserve Energy Supply - Power 48: Manage Public Services for Citizens Energy Energy Production Generation Resources: Hydropower Energy Supply - Power 4P: Maintain Hydropower Services for Citizens Energy Energy Production Generation Facilities Energy Supply - Power 4R: Increase Power Services for Citizens Energy Energy Production Generation Supply Energy Supply - Power 4T: Operate Power Services for Citizens Energy Energy Production Generation Facilities Services for Citizens Energy Energy Production Energy Supply - Power 4V: Construct 41
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Generation Hydropower Facilities 3G: Process Hazmat Pollution Prevention and Pollution Prevention - Cost Services for Citizens Environmental Management Control Hazmat Avoidance/Recovery Cases Pollution Prevention and Pollution Prevention - 8W: Mitigate Hazmat Services for Citizens Environmental Management Control Hazmat Risk Sites J1: Assess Risk To Pollution Prevention and Pollution Prevention - Services for Citizens Environmental Management Public From Natural And Control Hazmat Man Made Hazards Pollution Prevention and Pollution Prevention - Services for Citizens Environmental Management J3: Assess Hazmat Sites Control Hazmat N8: Conduct Pollution Prevention and Pollution Prevention - Assessments to Inform Services for Citizens Environmental Management Control Hazmat Decisions on Managing Risk from Natural Ha--> Environmental Environmental 3F: Evaluate AML Services for Citizens Environmental Management Remediation Remediation Functions Remediation 8V: Remediate Environmental Environmental Abandoned Mine Land Services for Citizens Environmental Management Remediation Remediation Functions (AML) and Physical Safety Hazards Environmental Monitoring 8D: Conduct Environmental Monitoring Services for Citizens Environmental Management and Forecasting (Air) Environmental and Forecasting Functions Consultations - Energy 8L: Conduct Environmental Monitoring Environmental Monitoring Environmental Services for Citizens Environmental Management and Forecasting (Air) and Forecasting Consultations - Non- Functions Energy Environmental Monitoring Environmental Monitoring Services for Citizens Environmental Management and Forecasting (Air) B4: Assess Air Quality and Forecasting Functions Criminal Apprehension T1: Conduct Non-Drug Services for Citizens Law Enforcement Criminal Apprehension Functions Investigative Activities Criminal Apprehension T6: Conduct Drug Services for Citizens Law Enforcement Criminal Apprehension Functions Enforcement Activities Citizen Protection T0: Conduct Patrol Services for Citizens Law Enforcement Citizen Protection Functions Enforcement Activities 52: Manage the Citizen Protection Services for Citizens Law Enforcement Citizen Protection Protection of Lives, Functions Resources, and Property Services for Citizens Law Enforcement Crime Prevention Crime Prevention 37: Plan for Public Functions Health/Safety and 42
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Property Protection Crime Prevention 6X: Mitigate Other Services for Citizens Law Enforcement Crime Prevention Functions Hazards 3H: Ensure Safety Property Protection Services for Citizens Law Enforcement Property Protection Compliance in DOI Functions Facilities/Public Lands Substance Control Services for Citizens Law Enforcement Substance Control Functions Services for Citizens Law Enforcement Leadership Protection Criminal Investigation and Services for Citizens Law Enforcement Litigation Support Civil Litigation Support Surveillance Criminal Investigation and Evidence and Property Services for Citizens Law Enforcement Litigation Support Surveillance Inventory Management 2J: Process Criminal Investigation and Services for Citizens Law Enforcement Litigation Support Trespass/Unauthorized Surveillance Occupancy Cases Criminal Investigation and Regulatory Compliance Services for Citizens Law Enforcement Regulatory Compliance Surveillance Management Criminal Investigation and 3E: Conduct Port Services for Citizens Law Enforcement Regulatory Compliance Surveillance Inspection Activities Criminal Investigation and Services for Citizens Law Enforcement Incident Management Incident Response Surveillance Criminal Investigation and Services for Citizens Law Enforcement Incident Management Incident Data Capture Surveillance Criminal Investigation and Services for Citizens Law Enforcement Incident Management Incident Investigation Surveillance Criminal Investigation and Incident Management Services for Citizens Law Enforcement Incident Management Surveillance Analysis Criminal Investigation and Services for Citizens Law Enforcement Incident Management Incident Reporting Surveillance Criminal Investigation and Services for Citizens Law Enforcement Incident Management Incident Tracking Surveillance Business and Industry Services for Citizens Economic Development Development Services for Citizens Economic Development Financial Sector Oversight Industry Sector Income Services for Citizens Economic Development Stabilization Intellectual Property Services for Citizens Economic Development Protection Services for Citizens Community and Social Community and Regional General Economic 56: Manage Programs to Services Development Development Increase Economic Self- 43
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Sufficiency for Insular Areas N6: Assess and Evaluate Community and Social Community and Regional General Economic Services for Citizens Policies and Programs Services Development Development (Insular Areas) Community and Social Community and Regional General Economic Z7: Provide Financial Services for Citizens Services Development Development Assistance Community and Social Community and Regional 1F: Process Indian Pre- Services for Citizens Indian Trust Fullfilllment Services Development Lease Actions - Coal 1G: Process Indian Pre- Community and Social Community and Regional Services for Citizens Indian Trust Fullfilllment Lease Actions - Non- Services Development Energy Minerals 1X: Provide Stewardship Community and Social Community and Regional and Management of Services for Citizens Indian Trust Fullfilllment Services Development Trust Land and Natural Resources Community and Social Community and Regional 59: Provide Oversight on Services for Citizens Indian Trust Fullfilllment Services Development Indian Trust Community and Social Community and Regional 70: Process Litigation for Services for Citizens Indian Trust Fullfilllment Services Development Indian Trust Community and Social Community and Regional 9T: Manage Indian Land Services for Citizens Indian Trust Fullfilllment Services Development Consolidation Community and Social Community and Regional M6: Perform Historical Services for Citizens Indian Trust Fullfilllment Services Development Trust Accounting Community and Social Community and Regional P1: Manage and Services for Citizens Indian Trust Fullfilllment Services Development Preserve Trust Records T7: Provide Beneficiary Community and Social Community and Regional Services for Citizens Indian Trust Fullfilllment Trust Representation Services Development Services U0: Provide Trust Community and Social Community and Regional Services for Citizens Indian Trust Fullfilllment Financial Management Services Development Services Community and Social Community and Regional U1: Complete Tribal Services for Citizens Indian Trust Fullfilllment Services Development Water Settlements Community and Social Community and Regional U2: Determine Indian Services for Citizens Indian Trust Fullfilllment Services Development Trust Ownership Community and Social Community and Regional U3: Contract Concession Services for Citizens Indian Trust Fullfilllment Services Development Operations Community and Social Community and Regional U4: Administer Probate Services for Citizens Indian Trust Fullfilllment Services Development on Indian Trust Estate Services for Citizens Community and Social Community and Regional Indian Trust Fullfilllment U5: Provide Indian and Services Development Alaskan Native Housing 44
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Assistance E0: Consult with Tribes Community and Social Community and Regional Services for Citizens Indian Trust Fullfilllment on Cultural Heritage Services Development Resources 54: Manage the Community and Social Community and Regional Services for Citizens Indian Trust Fullfilllment Fulfillment of Indian Trust Services Development Responsibilities 55: Manage the Community and Social Community and Regional Tribal Economic Advancement of Quality Services for Citizens Services Development Development Communities for Indians & Alaskan Natives Community and Social Community and Regional Tribal Economic V1: Promote Tribal Services for Citizens Services Development Development Economic Development Community and Social Community and Regional Tribal Economic V4: Support Tribal Services for Citizens Services Development Development Government Operations Z2: Support Indian Self Community and Social Community and Regional Tribal Economic Services for Citizens Governance/Determinati Services Development Development on/Empowerment Community and Social Home Ownership Services for Citizens Services Promotion Community and Social Services for Citizens Postal Service Services Community and Social U6: Provide Social Services for Citizens Social Services Social Services Functions Services Services Community and Social Z4: Provide Community Services for Citizens Social Services Social Services Functions Services Assistance Emergency Response T3: Conduct Emergency Services for Citizens Disaster Management Emergency Response Functions Response Activities Services for Citizens Disaster Management Emergency Response Fire Event Management 6Z: Suppress Wildland Services for Citizens Disaster Management Emergency Response Fire Fighting Operations Fires Outside the WUI 8T: Suppress Wildland Monitor Services for Citizens Disaster Management Emergency Response Fire Fighting Operations Fires in the WUI Response 8T: Suppress Wildland Services for Citizens Disaster Management Emergency Response Fire Fighting Operations Plan Response Fires in the WUI 8T: Suppress Wildland Implement Services for Citizens Disaster Management Emergency Response Fire Fighting Operations Fires in the WUI Response 8T: Suppress Wildland Validate Fire Services for Citizens Disaster Management Emergency Response Fire Fighting Operations Fires in the WUI Reported Wildland Fire Incident Services for Citizens Disaster Management Emergency Response Incident Assessment Assessment Services for Citizens Disaster Management Emergency Response Tactical Weather 45
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Prediction Data collection Weather Disaster Preparedness Services for Citizens Disaster Management Fuels and Fire and Planning Occurrence Environmental Monitoring Disaster Preparedness Services for Citizens Disaster Management and Assessment and Planning Prediction Disaster Preparedness Disaster Resource Services for Citizens Disaster Management Fire Management and Planning Request Response Disaster Preparedness Disaster Resource Services for Citizens Disaster Management Fire Management and Planning Request Review A0: Monitor And Evaluate Disaster Preparedness Fuels Reduction and Services for Citizens Disaster Management Fire Management and Planning Post-Fire Rehabilitation Treatm--> X2: Provide Technical Disaster Preparedness Assistance to Inform Services for Citizens Disaster Management Fire Management and Planning Decisions on Fire- Adapted Ecosystems 00: Plan/Evaluate Disaster Preparedness Programs to Inform Services for Citizens Disaster Management Fire Planning and Planning Decisions on Fire Adapted Ecosystems Disaster Preparedness 8Q: Prepare for Wildland Services for Citizens Disaster Management Fire Planning and Planning Fires L0: Conduct Disaster Preparedness Assessments to Inform Services for Citizens Disaster Management Fire Planning and Planning Decisions on Fire- Adapted Ecosystems L1: Conduct Research to Disaster Preparedness Services for Citizens Disaster Management Fire Planning Inform Decisions on Fire- and Planning Adapted Ecosystems Disaster Preparedness Fire Preparedness (step Services for Citizens Disaster Management Fire Preparedness and Planning down plans) Disaster Preparedness Fire Subject Matter Services for Citizens Disaster Management Fire Preparedness and Planning Training Disaster Preparedness Fire/Disaster Prediciton Services for Citizens Disaster Management Fire Preparedness and Planning and Modeling Disaster Preparedness Services for Citizens Disaster Management Fire Preparedness Prevention Activities and Planning Disaster Preparedness Fire Program Services for Citizens Disaster Management Fire Investigations and Planning Management 46
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Disaster Preparedness Fire Program Services for Citizens Disaster Management Fire/Injury Investigation and Planning Management 58: Manage Wildland Disaster Preparedness Fire Program Services for Citizens Disaster Management Fire Management and Planning Management Program 6Y: Conduct Disaster Preparedness Fire Program Environmental Services for Citizens Disaster Management and Planning Management Consultations - Wildland Fire Disaster Repair and Services for Citizens Disaster Management Restore Disaster Monitoring and Services for Citizens Disaster Management Prediction Consumer Health and Services for Citizens Health Safety T9: Provide Emergency Health Care Service Services for Citizens Health Health Care Services Response and Health Functions Services Services for Citizens Health Access to Care Population Health Services for Citizens Health Illness Prevention Management Population Health Immunization Services for Citizens Health Management Management Population Health Services for Citizens Health Public Health Monitoring Management Services for Citizens Health Health Advancement Border and Transportation Services for Citizens Homeland Security Security Key Asset and Critical Services for Citizens Homeland Security Infrastructure Protection Services for Citizens Homeland Security Catastrophic Defense Services for Citizens Education Higher Education Cultural and Historic Services for Citizens Education Exhibition Cultural and Historic Services for Citizens Education Preservation Elementary, Secondary, U8: Provide Tribal And Elementary, Secondary, Services for Citizens Education and Vocational Education Alaskan Native and Vocational Education Functions Education Ground Transporation T8: Provide Services for Citizens Transportation Ground Transportation Functions Transportation Services 47
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Ground Transporation Services for Citizens Transportation Ground Transportation V3: Manage Tribal Roads Functions Services for Citizens Transportation Air Transportation Services for Citizens Transportation Space Operations Services for Citizens Transportation Water Transportation Worker Safety and Services for Citizens Workforce Management Worker Safety Education Functions Training and Employment U9: Conduct Job Services for Citizens Workforce Management Training and Employment Functions Placement & Training Services for Citizens Workforce Management Labor Rights Management Litigation and Judicial Services for Citizens Judicial Hearings Activities Litigation and Judicial Services for Citizens Resolution Facilitation Activities Litigation and Judicial Services for Citizens Legal Defense Activities Litigation and Judicial Services for Citizens Legal Investigation Activities Litigation and Judicial Legal Prosecution and Legal Litagation 69: Process Litigation for Services for Citizens Activities Litigation Processes / Functions Resource Protection Litigation and Judicial Legal Prosecution and Legal Litagation 71: Process Litigation for Services for Citizens Activities Litigation Processes / Functions Recreation Litigation and Judicial Legal Prosecution and Legal Litagation 72: Process Litigation for Services for Citizens Activities Litigation Processes / Functions Serving Communities Litigation and Judicial Legal Prosecution and Legal Litagation 74: Process Litigation for Services for Citizens Activities Litigation Processes / Functions Resource Use General Science and Space Exploration and Services for Citizens Innovation Innovation Scientific and Research Functions for General Science and Services for Citizens Technological Research Advancement of Innovation and Innovation Knowledge T5: Conduct Detention Criminal Incarcertation Services for Citizens Correctional Activities Criminal Incarceration and Corrections Facility Functions Activities Services for Citizens Correctional Activities Criminal Rehabilitation Defense and National Services for Citizens Operational Defense Security Defense and National Strategic National and Services for Citizens Security Theater Defense Defense and National Services for Citizens Tactical Defense Security 48
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Food and Nutrition Services for Citizens Income Security Assistance Services for Citizens Income Security Housing Assistance Services for Citizens Income Security Survivor Compensation Unemployment Services for Citizens Income Security Compensation General Retirement and Services for Citizens Income Security Disability Intelligence Planning and Services for Citizens Intelligence Operations Direction/Needs Services for Citizens Intelligence Operations Intelligence Collection Intelligence Analysis and Services for Citizens Intelligence Operations Production Services for Citizens Intelligence Operations Dissemination International Affairs and Services for Citizens Foreign Affairs Commerce International Affairs and Services for Citizens Global Trade Commerce International Affairs and International Development Services for Citizens Commerce and Humanitarian Aid 85: Perform Capital Planning and Resource Capital Planning and Support Delivery of Services Capital Planning Planning and Project Allocation Investment Control Management Planning and Resource Enterprise Architecture 84: Manage IT Support Delivery of Services Enterprise Architecture Allocation Functions Architecture Planning and Resource Management Support Delivery of Services Allocation Improvement Planning and Resource Support Delivery of Services Strategic Planning Allocation Planning and Resource Support Delivery of Services Budget Execution Allocation Planning and Resource Support Delivery of Services Budget Formulation Allocation Planning and Resource Support Delivery of Services Workforce Planning Allocation Internal Risk Management Support Delivery of Services Contingency Planning and Mitigation Internal Risk Management Support Delivery of Services Continuity of Operations and Mitigation Internal Risk Management Support Delivery of Services Service Recovery and Mitigation 49
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Support Delivery of Services Controls and Oversight Corrective Action Support Delivery of Services Controls and Oversight Program Evaluation Support Delivery of Services Controls and Oversight Program Monitoring Support Delivery of Services Public Affairs Customer Services Support Delivery of Services Public Affairs Public Relations Official Information Support Delivery of Services Public Affairs Dissemination Support Delivery of Services Public Affairs Product Outreach Support Delivery of Services Revenue Collection Debt Collection Support Delivery of Services Revenue Collection Federal Asset Sales Support Delivery of Services Revenue Collection User Fee Collection Support Delivery of Services Legislative Relations Legislation Tracking Congressional Liaison Support Delivery of Services Legislative Relations Operations Support Delivery of Services Legislative Relations Legislation Testimony Support Delivery of Services Legislative Relations Proposal Development Support Delivery of Services Regulatory Development Public Comment Tracking Support Delivery of Services Regulatory Development Regulatory Creation Support Delivery of Services Regulatory Development Rule Publication Policy and Guidance Support Delivery of Services Regulatory Development Development Support Delivery of Services Controls and Oversight Corrective Action (Cross- (Cross-Agency) (Cross-Agency) Agency) Support Delivery of Services Controls and Oversight Program Evaluation (Cross-Agency) (Cross-Agency) (Cross-Agency) Support Delivery of Services Controls and Oversight Program Monitoring (Cross-Agency) (Cross-Agency) (Cross-Agency) Support Delivery of Services General Government Executive Functions Department Executive 67: Perform Planning (Cross-Agency) (Cross-Agency) (Cross-Agency) Functions (Cross-Agency) Support Delivery of Services General Government Executive Functions Department Executive 68: Provide Central (Cross-Agency) (Cross-Agency) (Cross-Agency) Functions (Cross-Agency) Leadership Central Records and Support Delivery of Services General Government Statistics Management (Cross-Agency) (Cross-Agency) (Cross-Agency) Support Delivery of Services General Government Legislative Functions (Cross-Agency) (Cross-Agency) (Cross-Agency) Support Delivery of Services General Government Central Fiscal Operations (Cross-Agency) (Cross-Agency) (Cross-Agency) Support Delivery of Services General Government Central Personnel (Cross-Agency) (Cross-Agency) Management (Cross- 50
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Agency) Support Delivery of Services General Government Taxation Management (Cross-Agency) (Cross-Agency) (Cross-Agency) Central Property Support Delivery of Services General Government Management (Cross- (Cross-Agency) (Cross-Agency) Agency) Internal Risk Management Support Delivery of Services Contingency Planning and Mitigation (Cross- (Cross-Agency) (Cross-Agency) Agency) Internal Risk Management Support Delivery of Services Continuity of Operations and Mitigation (Cross- (Cross-Agency) (Cross-Agency) Agency) Internal Risk Management Support Delivery of Services Service Recovery (Cross- and Mitigation (Cross- (Cross-Agency) Agency) Agency) Congressional Liaison Support Delivery of Services Legislative Relations Operations (Cross- (Cross-Agency) (Cross-Agency) Agency) Support Delivery of Services Legislative Relations Legislation Testimony (Cross-Agency) (Cross-Agency) (Cross-Agency) Support Delivery of Services Legislative Relations Legislation Tracking (Cross-Agency) (Cross-Agency) (Cross-Agency) Support Delivery of Services Legislative Relations Proposal Development (Cross-Agency) (Cross-Agency) (Cross-Agency) Capital Planning and Support Delivery of Services Planning and Resource Capital Planning (Cross- Investment Control (Cross-Agency) Allocation (Cross-Agency) Agency) (Cross-Agency) Support Delivery of Services Planning and Resource Enterprise Architecture Enterprise Architecture (Cross-Agency) Allocation (Cross-Agency) (Cross-Agency) Functions (Cross-Agency) Management Support Delivery of Services Planning and Resource Improvement (Cross- (Cross-Agency) Allocation (Cross-Agency) Agency) Support Delivery of Services Planning and Resource Strategic Planning (Cross- (Cross-Agency) Allocation (Cross-Agency) Agency) Support Delivery of Services Planning and Resource Budget Execution (Cross- (Cross-Agency) Allocation (Cross-Agency) Agency) Support Delivery of Services Planning and Resource Budget Formulation (Cross-Agency) Allocation (Cross-Agency) (Cross-Agency) Support Delivery of Services Planning and Resource Workforce Planning (Cross-Agency) Allocation (Cross-Agency) (Cross-Agency) Support Delivery of Services Public Affairs (Cross- Customer Services (Cross-Agency) Agency) (Cross-Agency) 51
    • Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI) Official Information Support Delivery of Services Public Affairs (Cross- Dissemination (Cross- (Cross-Agency) Agency) Agency) Support Delivery of Services Public Affairs (Cross- Product Outreach (Cross- (Cross-Agency) Agency) Agency) Support Delivery of Services Public Affairs (Cross- Public Relations (Cross- (Cross-Agency) Agency) Agency) Policy and Guidance Support Delivery of Services Regulatory Development Development (Cross- (Cross-Agency) (Cross-Agency) Agency) Support Delivery of Services Regulatory Development Public Comment Tracking (Cross-Agency) (Cross-Agency) (Cross-Agency) Support Delivery of Services Regulatory Development Regulatory Creation (Cross-Agency) (Cross-Agency) (Cross-Agency) Support Delivery of Services Regulatory Development Rule Publication (Cross- (Cross-Agency) (Cross-Agency) Agency) Support Delivery of Services Revenue Collection (Cross- Debt Collection (Cross- (Cross-Agency) Agency) Agency) Support Delivery of Services Revenue Collection (Cross- Federal Asset Sales (Cross-Agency) Agency) (Cross-Agency) Recreation Permits and Support Delivery of Services Revenue Collection (Cross- User Fee Collection Reservations Fee (Cross-Agency) Agency) (Cross-Agency) Collection Support Delivery of Services Revenue Collection (Cross- User Fee Collection User Fee Collection 1A: Collect Mining Claim/ (Cross-Agency) Agency) (Cross-Agency) Functions (Cross-Agency) Site Fee 2B: Collect, Manage, and Support Delivery of Services Revenue Collection (Cross- User Fee Collection User Fee Collection Ensure Compliance - (Cross-Agency) Agency) (Cross-Agency) Functions (Cross-Agency) AML Fees Support Delivery of Services Revenue Collection (Cross- User Fee Collection User Fee Collection Y4: Collect and Disburse (Cross-Agency) Agency) (Cross-Agency) Functions (Cross-Agency) Mineral Revenues 52