An EA is the explicit description and documentation of the current and desired relationships among business and management processes and information technology
As defined by the CIO Council, 2003
EA establishes an organization-wide vision to achieve the mission through optimal performance of the core business processes with an efficient IT environment
Methodology for Developing System Requirements in Context with Customer Processes and Mission Operations
EA Links CG Objectives to Missions, Governance, Funding, Initiatives, Standards, Information &Technology Wikipedia says “Knowledge Management (KM) comprises a range of practices used in an organization to identify, create, represent, distribute and enable adoption of insights and experiences… efforts typically focus on organizational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, and continuous improvement of the organization. KM efforts overlap with Organizational Learning, and may be distinguished from by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the exchange of knowledge.”
What does Coast Guard Enterprise Architecture look like today?
Effective October 1, 2005, funds appropriated to the Department of Defense may not be obligated for a defense business system modernization that will have a total cost in excess of $1,000,000 unless the [designated] approval authority…certifies to the Defense Business Systems Management Committee established by section 186 of this title that the defense business system modernization is in compliance with the enterprise architecture…
“ Congress is enforcing its mandate that the Defense Department develop systems compatible with the DOD Business Enterprise Architecture—with the threat of jail time and hefty fines for the department’s comptroller.”
to unify work across the agencies and within the lines of business of the Federal government
All Federal agencies must relate their architectures through linkages to the Business Reference Model (BRM), Performance Reference Model (PRM), Service Component Reference Model (SRM), Data Reference Model (DRM), and Technical Reference Model (TRM).
FEA History (cont.) We are concerned primarily with the BRM and the PRM.
The BRM provides an organized, hierarchical construct for describing the day-to-day business operations of the Federal government.
The BRM is the first layer of the FEA, and it is the main viewpoint for the analysis of data, service components, and technology.
FEA BRM (cont.) The BRM provides a framework facilitating a functional (rather than operational) view of the federal government’s operations, independent of the agencies, bureaus and offices performing them. The BRM describes the federal government around common business areas instead of through an agency-by-agency view. It thus promotes agency collaboration. Business Areas Lines of Business Sub-functions
help produce enhanced performance information to improve strategic and daily decision-making
improve the alignment and better articulate the contribution of inputs to outputs and outcomes, thereby creating a clear “line of sight” to desired results
identify performance improvement opportunities that span traditional organizational structures and boundaries
Basic PRM INPUTS Activities & Tasks OUTPUTS OUTCOMES GOALS PROCESSES Inputs: The resources needed for the process to operate Processes: The activities and tasks performed on the inputs Outputs: The immediate products, services, or information produced Outcomes: The benefit that the command/staff/organization seeks to achieve or influence—the eventual process and output effect Goals: Objectives that the command/staff/organization is working towards achieving
Technology Other Fixed Assets Outcomes Inputs Outputs Processes
Relating the BRM and PRM Value Business Area Service for Citizens: Maritime Safety Line of Business Commercial Vessel Safety Response Sub-function Investigate Accidents BRM PRM Strategic Outcomes Human Capital Other Fixed Assets Mission and Business Results Processes and Activities Customer Results Technology
Transition Strategy, Goals, and Objectives with associated performance measures at the Department level to which all component agencies map their own strategies, goals, objectives, and performance measures
Governance structure to support and provide stakeholder input and oversight into the implementation of the transition strategy
DHS EA 2007 provides stakeholders and decision makers:
149 Business activities, 61 sub functions, 20 USCG Functions, 16 DHS Functions, 4 FEA Business Areas
39 Performance measures, 3 strategic goals
394,503 database fields, 21,791 database tables, 242 information objects, 55 databases, 13 DHS subject areas, 4 DHS information domains
CGEA Six Perspectives Summarized CGBI is in charge of Performance, Business, and Information
How does CGEA relate to FEA? CGEA Perspective CGEA Product FEA Alignment Performance Performance Inventory FEA PRM Performance Reference Model Business Business Inventory FEA BRM Business Reference Model Information Enterprise Data Model FEA DRM Data Reference Model Service Services Profile FEA SRM Service Component Reference Model Technology IT Products and Standards Profile FEA TRM Technical Reference Model Security Security Profile FEA Security Profile
How does CGEA relate to DHS EA? CGEA Perspective CGEA Product DHS EA Alignment Performance Performance Profile DHS Performance Goals Business Value Chain Alignment DHS Value Chain Information Information Profile DHS Information Architecture Service C4 & IT Transition Portfolio Profile DHS IT Portfolios Technology IT Products and Standards Profile All CG Products in the DHS Technical Reference Manual Security Security Profile DHS Security Architecture
Leadership – how an organization’s senior leaders guide and sustain the organization
Strategic Planning – how an organization determines its strategic objectives and action plans (also, how progress is measured)
Customer and Market Focus – how an organization determines the requirements, needs, expectations, and preferences of customers and markets
Measurement, Analysis, and Knowledge Management – how an organization selects, gathers, analyzes, manages, and improves its data, information, and knowledge assets, and how it manages its information technology
BALDRIGE (cont.) 5. Workforce Focus – how an organization engages, manages, and develops its workforce to utilize its full potential in alignment with the organization’s overall mission, strategy, and action plans 6. Process Management – how an organization determines its core competencies and work systems and how it designs, manages, and improves its key processes for implementing work systems to deliver customer value and achieve organizational success and sustainability 7. Results – examines performance and improvement in all areas Baldrige: Performance Excellence Framework (cont.)
Baldrige: Systems View 1 Leadership 2 Strategic Planning 3 Customer and Market Focus 5 Workforce Focus 6 Process Management Measurement, Analysis, and Knowledge Management 4 Results 7 Organizational Profile: Environment, Relationships, and Challenges Leadership Triad Results Triad
Relating Baldrige and PRM Results Triad 4 Strategic Outcomes Human Capital Other Fixed Assets Customer Results Processes and Activities Results 7 5 Workforce Focus 6 Process Management Measurement, Analysis, and Knowledge Management Technology Mission and Business Results Leadership Leadership Triad Leadership 1 2 Strategic Planning Customer and Market Focus 3