Gem Executive Overview Market For Ee (Gem Ema) 20090315 - pdf

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Gem Executive Overview Market For Ee (Gem Ema) 20090315 - pdf

  1. 1. Using the General Endeavor Management (GEM) Approach Leveraging, Expanding, and Unifying OMB FEA and DoDAF Compliant Enterprise Architectures Orientation and Discussion Slides Roy Roebuck 703-598-2351 roy@one-world-is.org
  2. 2. GEM Start Point: An Enterprise is Treated As A Single Object In a Dynamic Environment Enterprise = a purposeful endeavor ENVIRONMENT Opportunity and Competition / Threat / Risk ENTERPRISE (Organization) (Organism) (Organ) (Object) Enterprise 3 Enterprise 2 Strength and Weakness / Enterprise 1 Vulnerability Value-Chains METABOLIC ACTION ON RESOURCES (TRIGGER, INPUT, CONTROL, OUTPUT, MECHANISM) 3/26/2009 2
  3. 3. EA Supports Leadership with Enterprise Cohesion and Coherence Cohesion of Intention By A. Leadership Managing a Coherent Configuration (Endeavor Architecture) (EA): 1. Components (Subjects) B. Management (By 1.1. Locations Executives and Staffs) 1.2. Organizations 1 Where we are today… 3 How we’ll get there 2 Where we want to go… 1.3. Organization Units (As-Is Disorder) (Migration) (To-Be Order) 1.4. Functions (Management) (Management) (Leadership) 1.5. Processes 1.6. Resources 2. Relations 2.1. Requirements Transition Gaps and Shortfalls and Plans 2.2. Questions and Answers Overlaps deficiencies Measured and Adjusted Progression Towards Defined Future State 3/26/2009 3
  4. 4. A Subject’s Context and Content Context Parent Subject Context Past Parentage Context Change Inheritance Container Component Base or Predecessor or Successor Subject Subject X Subject Y Present Change Content Descendant Future Inheritance Change Content Child Subject Content
  5. 5. Direct and Indirect Subject Connections Basic Modeling Technique Context Content Subject A is directly related to Subject B (Noun) (verb) (noun) Context Context is directly related to (verb) is indirectly related to (has inferred or transitive relationship) (verb) Content Content Subject C (noun)
  6. 6. The Enterprise Object Value Chain Relationship Elements 1. 5. Customer Supplier 2. (Output, (Input ) Your Outcome) Enterprise (Internal, Insource , 6. and Outsource Public 6. Activity) (Input, Control) Public ( Output, Perform, 2.1 Control) Measure, Products and 3. Improve Authority 2.4 (Control) Culture 4. 2.3 2.2 4. Partner Structure Process Partner (Input, (Output, Mechanism) Mechanism) Predecessor Value- Internal Value-Chain Successor Value- Chain Links Links Chain Links
  7. 7. What Is General Endeavor Management (GEM)? A closed loop methodology (i.e., a detailed, self-refining procedure) for building, managing, improving an endeavor’s operations and its decision life cycles. GEM can be implemented as an Intelligence and Operations Management Life Cycle Information System for any purpose at all levels of endeavor activity, for all types of endeavors. Operational Strategic And Analytical Operations From Intelligence Managed Refinement Intelligence Operations Management Situational Resource Intelligence Intelligence Management Distribution, Access (Semantic) Provisioning, Semantic Inventory Simulation, and Virtual Applications Intelligence Unification A design for a “common backplane” intelligence and strategic operations management information system, that can support management at any scale from individual to universal A way of perceiving the adaptive endeavor as a single thing within its larger dynamic environment An executable model of a general endeavor, adaptable to any specific endeavor A proposed “best practice” for managing, and a core practice for management consulting 3/26/2009 7
  8. 8. What Are The Functions and Products of GEM? 1. Operation A 2. Intelligence Management Refinement Enterprise C G B Operations 5. Resource Enterprise Distribution and 3. Intelligence F Intelligence Access Inventory Provisioning D E 4. Intelligence Structure GEM Functions GEM Products 1. Conduct operations under access control A. Operational experience 2. Learn from operations using intelligence B. Operational/analytical results and data management functions C. Vulnerability/Risk Assessment 3. Inventory intelligence (metadata and data) D. Extracted intelligence, managed metadata and data, 4. Organize intelligence (Knowledge Management) intelligence integration/fusion 5. Implement resource distribution, access control, E. Management intelligence, EA, and requirements for asset security architecture, simulations, and virtual access and distribution applications F. Vulnerability/Risk Identification G. Intelligence distribution for concurrent operations (i.e., cooperation), analysis, and decisions 3/26/2009 8
  9. 9. GEM Overview – Operations Management Life Cycle Views Implement 2. Operations 2. Processes 2. Methodology (GEM) Measure 1. Metadata, Data, 1. Intelligence 1. Metamodel Semantics (EMA) Strategy Value-Chain Operations Success Organization, Function, Program, or Project Operations Mission/ SWOT Mission Architecture Architectural Vision Knowledge Risk Goals Performance Measures (Success Indicators) Strategies Gaps and Overlaps Baseline Operations Analysis (G&O) Products/Services Activities/Systems Costs/Benefits Strength, Weakness, Initiatives (Unfulfilled Requirements) Opportunity, and Investment Cost Threat (SWOT) Assessment Performance Impact Operations Cost Impacts Implemented Plans Review Actual Performance Assessment Value Chain Assessment Value Chain Assessment (Products, Customers, SWOT Assessment Suppliers, Partners, Gaps and Overlaps Authorities, Public, Improvement Efforts Internal Analysis) Architecture Refinement 3/26/2009 9
  10. 10. Enterprise Basic Questions And Assertion Structure ORGANIZATION CONTEXT LOCATION CONTEXT Who is responsible for ___? Where is ___? Who has the authority to ___? REQUIREMENT LIFE Who has the resources for ___? CYCLE CONTEXT When is ___? ORGANIZATION UNIT How many ___? CONTEXT How often are ___? Who does ___? How much is ___? Who supplies ___? BASIC QUESTIONS Who produces ___? IN CONTEXT Who receives ___? (User Query of GEM RESOURCE CONTEXT Fact Table) What goes into ___? What results from ___? FUNCTION CONTEXT What constrains ___? What is done for ___? What enables ___? Why is ___ done? PROCESS CONTEXT How do we ___? SUBJECT Location Organization Organization Function Process Resource Requirem Data Data Unit Data Data Data ent Life (Performer) Cycle Data Data 3/26/2009 10
  11. 11. Enterprise Management (EM) Facets LOCATION FACET ORGANIZATION RESOURCE FACET FACET REQUIREMENTS (Facet Relations) PROCESS ORGANIZATION FACET UNIT (PERFORMER) FACET FUNCTION FACET 3/26/2009 11
  12. 12. Interoperable Enterprise Management (EM) Through Merged Terminology (Taxonomic Facets) and Architecture Domain B Terminology Domain A Terminology Unified Management Terminology and Architecture Domain C Terminology Domain D Terminology 3/26/2009 12
  13. 13. Value Lattice (GEM Ontology and Ecology) Managed Many Relations and Locations Attributes to Many Organizations Many to Organization Units to Many Functions to Many Increase value by Processes knowing and optimizing to the number of relationships Many Resources for a given situation. to Many Requirements
  14. 14. GEM-EMA Value Lattice (Subjects and Linkages) 1.0 ENDEAVOR GEM-EMA CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS .01 .02 .03 .04 .05 .06 .07 ORGANIZATION UNIT LOCATION ORGANIZATION FUNCTION PROCESS RESOURCE MISSION (OFFICE/POSITION) CATALOG CATALOG CATALOG CATALOG CATALOG CATALOG CATALOG Location Contains Organization OU Accomplishes Function Process Produces/Consumes Resource Organization Occupies Location Function Justifies OU Resource Inputs-To/Results-From Process Organization Establishes OU Function Applies Process Resource Satisfies Requirement Process Achieves Function OU Perform Mission Requirements are Satisfied by Resource 3/26/2009 14
  15. 15. Management – Migrating Mission Capability Life Cycle from As-Is to To- Be Performance Levels Through Strategy Implementation 3 1 2 How we’ll get there Where we are today… Where we want to go… (Transformation) (As-Is) (To-Be) Problems in accomplishing the Requirements for an ideal Strategies, to achieve the mission’s success mission, caused by mission capability and perfect indicators provide alternative paths to move new/changed missions and mission performance are stated in the organization from its current operational operational and investment the management vision, with performance levels to new levels of shortfalls and deficiencies, attainable goals and success performance (through improvements) and/or drive requirements. indicators of goal attainment, new capabilities (through investments), drive drive strategies. change. Funding of change strategies need to be balanced within and between: 1) current operations, 2) operational improvements, and 3) new investments. Portfolio Management provides a collection of fully researched, documented, and categorized investments and improvements as possible change strategies for achieving the success indicators. GEM Decision Management, using Enterprise Architecture, provides a procedure to move from problems to solutions through the balanced implementation of operational and investment strategies.
  16. 16. Enterprise Functions (Both Reusable and Unique Processes and Content Across Peers and Subordinates) Executive / Direction / Command Functions Executive Organization, Function, Program, and Project Functions Mission 80%+ Reusable Vision (Direction / (GEM Focus) Goals Command) Objectives (Performance Measures, Service Levels) Strategies (Policy, Process, Plan) (Value-Chain Security Efforts) Production Functions 20% Reusable Baseline Operations (As-Is, ABC) (80% Mission Products (Goods/Services) Production Activities/Systems Unique) Functions Costs/Benefits (Improve With (Efforts for Initiatives (Proposed Operations, FEA) Investment Costs GEM) External Performance Impacts Customers) Operations Cost Impacts Resource Functions Resource Resource Data Models Human (Person/Skill) Control Information Intelligence Systems Systems Resourcing 80%+ Reusable Result/Decision/Knowledge/Information Functions Semantics/Data/Signals/Event/Situation (GEM Focus) Finance (Efforts for Materiel Knowledge Internal Facilities Models Services (Outsourced Process) Customers) Time Space Energy Executive Executive / Measurement / Control Functions Data Warehouse 80%+ Reusable Functions Process Control Points Data Analysis Transaction with Metric Collection/Processing (GEM Focus) (Measurement / Decision Support Data Elements Control) Executive Information Table Fields Enterprise Architecture Field Entry Criteria/Security (Value Stream Field Values (Measured Facts) Efforts)
  17. 17. Managing an Enterprise 4 5 3/26/2009 17
  18. 18. GEM and Enterprise Management Maturity (EMM) Levels EMM Level 5: Real-Time Enterprise Management Growing the Capability Tree EMM EMM 2 EMM 3 EMM Level 4: Enterprise Operational Management 1 EMM Level 3: Enterprise Architecture EMM Level 2: EMM Level 2: Functional Program EMM 4 EMM 5 Architecture X Architecture Y EMM Level 1 EMM Level 1 System Software Architecture A Architecture C EMM Level 1 EMM Level 1 Database Project GEM can begin in any part Architecture B Architecture D of the enterprise and grow outward, but starting with the whole enterprise is recommended for speedy, economic, effective, and efficient results. GEM provides escalating levels for building and integrating a mature enterprise management capability. 3/26/2009 18
  19. 19. The EMA Foundation Is Engineering Management Activities Roles Process Owners, Boards, Executives, 10. Enterprise Management and Managers 9. Enterprise Engineering (Enterprise Business Architect Management Architecture – EMA) (e.g., Enterprise Architects, 7. Enterprise Architecture (of Solutions) Management Analysts, 8. Configuration Semantic Analysts) Change 6. Strategic Management Management 5. IT Portfolio •Technology Insertion 4. Infrastructure Engineering Network Architects / •Product/Service Engineers, Solution Test and Evaluation Architects •Governance of System Architects / 3. System Engineering Implementation Engineers, Solution •Governance of Architects Change Software Architects / 2. Software Engineering Engineers, Solution Architects Data Architects / Engineers, 1. Data Engineering / Management Solution Architects
  20. 20. GEM Example Uses (Market Opportunities) • GEM can be used to simultaneously support and integrate the following government management programs, among others, as well as the corresponding programs outside of government, in concurrent support of Owners/Citizens Boards/Legislatures, Executives, Managers, Supervisors, Staff, and Operators – OMB FEA, DoDAF, and TOGAF EA Management – Extending EA and Business Architecture as a Foundation for Providing a Holistic Management Solution – Human Capital, Organization and Staffing, and Force Structure Management – Integrating Enterprise and Functional Governance support – Resource Management Life Cycle Support including OMB A-11 – Outsourcing Support including OMB A-76 – Internal Management Controls including OMB A-123 and Sarbanes-Oxley – Financial Management including OMB A-127 – Management of Information Resources including OMB Circular A-130 – Value-Engineering including OMB A-131 – Financial Reporting including OMB A-136 – Earned Value Management – Management Architecture, Organization Design, Enterprise Engineering – System and Software Life Cycle Management – Performance/Quality/Cost Improvement (e.g., Lean, Six Sigma, Kaizen, Theory of Constraints, Value-Stream and Value-Chain Improvements) – BPR and BPM – Cycle Time Reduction – Decision Latency Improvement – FISMA Support and Security Management – Continuity/Risk Management – Metadata, Data, and Semantics Management – Knowledge Management – Virtual Enterprise Database (Enterprise Shared References, Master Data Management) – Value-Chain Integration – Situational Awareness – Command and Control (C2) – Real Time Enterprise – Whole-Enterprise Requirement, Asset, Portfolio, Investment, Program, Project, and Change Management – See OMB Circulars at http://www.whitehouse.gov/omb/circulars/index.html How? GEM unifies all Past, Present, and Planned/Potential Operations and their Recorded Intelligence 3/26/2009 20
  21. 21. GEM-Enabled Service Categories Support Any Executive Agenda, Including The US President’s Management Agenda (PMA) Concurrent Enterprise Management Services Target Audience (EMS) PMA Initiatives 1.Human Capital •Owners/Citizens Support for Owners/Boards and Executives. (Extending EA and Business •Board/Congress 2.Competitive Sourcing Architecture as a Foundation for Providing a Holistic Management Support •CEO/President 3.Financial Performance Solution Integrating: Enterprise and Functional Governance, Resource •COO 4.Enhanced eGovernment Management Life Cycle including OMB A-11, Outsourcing including OMB A- •CFO (e.g., e-Gov, EA) 76, Internal Management Controls including OMB A-123 and Sarbanes-Oxley, •CHCO 5.Budget/Performance •CKO Financial Management including OMB A-127, Value-Engineering including •CIO Integration (Scorecard) OMB A-131, Financial Reporting including OMB A-136, Earned Value •Functional Management, Enterprise Engineering, Performance/Quality/Cost Managers Improvement (e.g., Lean/Kaizen, Six Sigma, Theory of Constraints, Value- There are no competing EM Stream Improvements), BPR, Cycle Time Reduction, Decision Latency methodologies Improvement, FISMA Support and Security Management, Continuity/Risk Management, Metadata Management, Knowledge Management, Virtual There are multiple IT EA and Enterprise Database, Value-Chain Integration, Situational Awareness, C2, Real IT Portfolio Vendors and Time Enterprise, and Whole-Enterprise Requirement, Asset, Portfolio, Program, Approaches which can be Project, Change Management, etc.) integrated by GEM and extended using GEM, but •CFO IT Enterprise Architecture Services (EAS) very few IT EA methodologies •CIO and no whole-enterprise EA (Advising-On and Implementing FEA, Zachman, DoDAF (1, 1.5, 2), •CTO methodologies TOGAF 8/AMP, Spewak EAP, etc. EA, and IT Portfolio Management) There are many competing IT IT Services (ITS) •CIO and Network Service Vendors •CTO (Providing Web, LAN/WAN/Wireless, Applications, Application and Data •System / Integration, Databases, Data Warehousing, IT Operations, Customer Software Service, Legacy, etc. ITIL/ITSM/CMMI/SOA/ESB, DoDAF) Development Managers Network Infrastructure Services 3/26/2009 21
  22. 22. GEM Strategic Management Spiral Life Cycle Model the Enterprise Inventory and Categorize Functions Architectural Architect Functional References and Methodologies (e.g., Enterprise Architecture) Knowledge Manage Mission (Per Organization, Function, Program, Project, or Person) Define and/or Validate Mission Establish and Communicate Vision Improvements/BPR Establish and Validate Goals Define Success Indicators (e.g., Performance Objectives, Measures, Service Levels, Gaps and Overlaps Contract Deliverables) Develop Strategies (Requirements Management and Analysis) (Projects) (G&O) Plan Current Operations (Recurring Functions/Programs/Projects) Activities /Services (Performance Metrics) Products /Systems /Software (Product/System Specifications) Strength, Weakness, Costs/Benefits Opportunity, and Plan Initiatives (New/Improved Functions/Programs/Projects) Threat (SWOT) Investment Cost (Infrastructure, Development, Procurement) Assessment Performance Impact Operations Cost Impacts *Implement Strategy Plans (Projects, Accounting, Configuration Mgmt) *Perform Project Value Chain (Products, *Track Project Performance *Account for Project Resources Customers, Suppliers, *Manage Project Configurations Partners, Authorities, *Measure Project Performance Public, Internal *Review Strategy Performance Analysis) *Adjust Performance for Mature Mission Management Manage Full Enterprise Configuration (Reorganization, Reallocation, etc.) 3/26/2009 22
  23. 23. Steps in Building the GEM-EMA, A Process of Discovery and Capture VII. Enterprise Standards and References I. Enterprise Vocabulary from Data and Its Metadata II. Enterprise Inventory (Vocabulary Categories and Instances) III. Enterprise Management 1. Location Mission 2. Organization } 3. Workforce (Office, Team, Role, Billet, Occupation) Vision 4. Function Goals 5. Process Success Indicators 6. Resource (Commitments, Service Level Agreements, Life Forms (People,etc) Contract Deliverables, Performance Information Measures, Objectives) Skills Strategies (Requirements Basis) Funds (Plans, Technical Approaches, Projects) Materiel Policies Facilities Service Activities Space New Initiatives Time Current Operations 7. Requirement Life Cycle Location Organization Organization Function Process Resource State Data Data Unit Data Data Data Data Assess Concept Quantities Request IV. Enterprise Knowledge Qualities Authorize V. Life Cycle Business Interfaces Performance (Vocabulary Relations) Approve Deadline Stages 1. Customer Assessments Acquire 2. Internal 1. Strength Allocate 3. Supplier Deploy 2. Weakness VI. Requirements Operate (Deadline) 4. Authority 3. Opportunity Maintain 5. Partner 4. Threat 6. Public VIII. Value Chain Impact and SWOT 3/26/2009 23
  24. 24. The GEM Dual-Spiral Operations Life Cycle Process, Extending OMB FEA Efforts 1. Enterprise Concurrent Operations Spiral 4. Concurrent Assessments and Decisions --- --- --- --- Mission/Vision Goals 2/3 Enterprise Performance Objectives Intelligence Strength, Weakness, Performance Targets/Indicators Opportunity, and Threat Develop Strategies Spiral (SWOT) Recurring Operations Assessment and --- Risk Assessment --- --- Initiatives (Projects) --- --- --- Implement Strategies Perform Projects Continuous --- Intelligence --- Inventory of 2. --- Measure Project Performance Operational) and 3. Review Strategy Performance Analytical Value Chain Assessment Adjust Performance (Products, Customers, (Data/Semantic) --- Suppliers, Partners, Content Authorities, Public, Internal Analysis) 3.2 Mission-Based Asset Distribution, Responsibility, and Access Provisioning 3.1 Context/Intelligence Structure (Enterprise Dynamic Knowledge-Base) 3.1.1 Mission Capability Requirement Source, Actors 3.1.2 Reusable Capability Designs and Implementations SUBJECT Location Organization Organization Unit Function Facet Process Facet Resource Facet Requirement Facet Facet Catalog (Performer) Facet Catalog Catalog Catalog Facet Catalog Catalog Catalog (incl. BRM) (incl. SRM) (Incl. DRM, TRM) (Incl. PRM) Location Contains Organization Performer Accomplishes Function Process Produces/Consumes Resource Organization Occupies Location Function Justifies Performer Resource Inputs-To/Results-From Process Resource Satisfies Requirement Organization Organizes Performers Function Applies Process Performers Perform Mission Process Achieves Function Requirements are Satisfied by Resource OMB FEA 1. BRM 3. SRM 4. DRM 5. TRM 6.5.1 D&A Physical IT (Assigned Functional Missions + (Best Practice, Re-usable (Data Description, Context, (Technology Catalog and 6.5.1.1 D&A Systems Assumed Supporting Functions) Processes) and Sharing. Metadata Qualifying Products) 6.5.1.2 D&A Infrastructure Management) 2 and 7. PRM (Strategic Mgmt, Ops & Invest. Strategies, Priorities, Portfolios)
  25. 25. Dual-Spiral Operations Life Cycle Process, With Reference Taxonomies and Line of Sight Relations 1. Enterprise Concurrent Operations Spiral Intelligent Operations - Management 4. Concurrent Assessments and Decisions Life Cycle (IOLCM) --- --- --- IOLCM Step --- IOLCM D Mission/Vision A: Build and refine enterprise knowledge  2/3 Enterprise Goals base (EKB) using extended EA approach Performance Objectives IOLCM C Strength, Weakness, Intelligence Performance Targets/Indicators Opportunity, and Threat Spiral IOLCM E Plan and Develop Strategies B: Apply consistent EM/EA continuous  (SWOT) Recurring Operations Assessment and improvement process --- Risk Assessment --- C: Assess the enterprise (Value‐Chain, SWOT,  --- Initiatives (Projects) Risk/Vulnerability) --- Improve --- D: Set the enterprise‐direction (Mission,  --- (IOLCM B) Continuous Implement Strategies Vision, Goals, Objectives, Success Indicators) Perform Projects Intelligence Operate --- E: Establish enterprise strategies Inventory of 2. --- IOLCM C (IOLCM F) Operational) and 3. --- F: Implement enterprise strategies Value Chain Assessment Analytical Measure Project Performance (Products, Customers, Review Strategy Performance (Data/Semantic) Suppliers, Partners, G: Update the enterprise knowledge base Adjust Performance Content (IOLCM G) Authorities, Public, --- Internal Analysis) 3.2 Mission-Based Asset Distribution, Responsibility, and Access Provisioning 3.1 Context/Intelligence Structure (Enterprise Dynamic Knowledge-Base) (IOLCM A) 3.1.1 Mission Capability Requirement Sources 3.1.2 Reusable Capability Designs and Implementations SUBJECT Locations Organizations Organization Functions Processes Resources Requirement •Physical •Government Units •Production (Mission) •Natural •People LCM (PRM) • Postal •Commercial •Offices •Executive •Manual •Intelligence (DRM & •Initial • Geospatial •Non-Profit • Staff •Support •Mechanical SRM Services) •Requested • Floor Plan •Volunteer • Program •BRM Functions •Electrical •Funds (PRM) •Authorized •Virtual • Project •Industry Codes •Electronic •Skills •Allocated • IT Network •Teams (NAICS) •Automated •Materiel (TRM) •Acquired • Phone •Positions •DoD Missions (UJTL, • Tightly Coupled •Facilities •Deployed • Radio •Roles JCA, METL) • Loosely Coupled •Outsourced Services •Operating •Conceptual •Performers •National Essential (SRM Component) •Other •Assessed •Actors Functions (NEF) •Workflow/Agents •Disposed Location Contains Organization Performer Accomplishes Function Process Produces/Consumes Resource Organization Occupies Location Function Justifies Performer Resource Inputs-To/Results-From Process Resource Satisfies Requirement Organization Organizes Performers Function Applies Process Performers Perform Mission Process Achieves Function Requirements are Satisfied by Resource
  26. 26. GEM Supports Enterprise Leadership and Management Functions - Progression from Current Disorder to New Order, With Cohesion Leadership Decision Management Leadership Provides Cohesion (i.e., Control) By Managing 3 2 1 The Configuration Of How We’ll Get There Now Our Intended Status Tomorrow… Our Status Yesterday… Enterprise Architecture” (Transformation, Control) (To-Be Order, Command) (As-Is Disorder) 1. Enterprise Components 1.1. Location Risk and Vulnerability Assessment, 1.2. Organization Performance Measurement, Mission 1.3. Organization Unit Operating Environment And Adjustments 1.4. Function 1.5. Process 4. Evolving Operation Strategy 1.6. Resource To Close Gaps and Reduce Overlaps Vision Value-Lattice 2. Component Relations (Adaptation Decisions) (Integrated Value Chains) 2.1. Categorization 2.2. Containment Strength, 2.3. Sequence Weakness, Opportunity, 2.4. Version Goal and Threat Awareness 2.5. Equivalence Objective 2.6. Variation Criteria 2.7. Reference 3. Capability Requirements 3.1. Conceptual 3.2. Specified 3.3. Authorized 3.4. Funded 5. Tightening “Acceptable Performance” 3.5. Implemented Operation Indicators from Lessons Learned 3.6. Operational (Intelligence Refinement) 3.7. Disposed Leadership Provides Measured and Adjusted Progression, Transforming Enterprise Into An Intended Future State (i.e., Command) Leadership and Management of the “Operational Part of Architecture” Both Depend On Organization of Data (i.e., “the Intelligence Part of Architecture”) About The Enterprise and Its Environment
  27. 27. Implementing GEM: Aligning Missions, Functions, and Resources (e.g., IT) Typical Basic EA Initial Efforts EA Extension Efforts Using Extended EA for Integrated Process Improvement, Business Process Modeling and Management, and Activity- Based Costing (Budgeting) Using Basic EA for Solution Architecture And Design Compliance Using Extended EA for Program / Project / System / Software Validation and Verification (V&V) and Security Certification and Accreditation (C&A)
  28. 28. GEM-EMA Subjects and Linkages, Compared to the OMB FEA and Agency IT Management 1.0 ENDEAVOR GEM-EMA CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS .01 .02 .03 .04 .05 .06 .07 ORGANIZATION UNIT LOCATION ORGANIZATION FUNCTION PROCESS RESOURCE REQUIREMENT (OFFICE/POSITION) CATALOG CATALOG CATALOG CATALOG CATALOG CATALOG CATALOG ORGANIZATION AND FUNCTION, STAFF STRUCTURE REQUIRED FUNCTIONAL RESOURCES (As Capabilities) OMB FEA Has Partial Endeavor Coverage 3. DRM (Data Description, 4. SRM 5. TRM 6.5.1 Agency Physical IT 1. BRM Context, and (Best Practice, (Technology 6.5.1.1 Agency Systems (Assigned Functional Sharing. Metadata Re-usable Info Catalog and 6.5.1.2 Agency Missions + Assumed Management, Products and Qualifying Infrastructures Supporting Functions) Shared Controlled Processes) Products) Vocabulary) Categories (Data, Metadata, Taxonomies) 2 and 7. PRM (Strategic Mgmt, Ops & Priorities, Basic Relations or Rules (Axioms) Portfolios, Invest. Strategies, World View (Process + Data + Rules, Ontology) Programs, Projects) Containment-Relations (Part-Of) 3/26/2009 28
  29. 29. GEM-EMA Subjects and Linkages, Extending the OMB FEA to Govern All Resources 1.0 ENDEAVOR GEM-EMA CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS .01 .02 .03 .04 .05 .06 .07 ORGANIZATION UNIT LOCATION ORGANIZATION FUNCTION PROCESS RESOURCE REQUIREMENT (OFFICE/POSITION) CATALOG CATALOG CATALOG CATALOG CATALOG CATALOG CATALOG (RM) (RM) (RM) (RM) (RM) (RM) (RM) FEA + Extension for Functional Context and All Budgeted Resources 6. Resources over their life cycle . 6.1 People 5. TRM 1. Business 3. SRM 6.2 Intelligence (Technology 4. DRM (Best Practice, Architecture (BRM + 6.3 Funds Catalog and (Metadata, Re-usable Info Extension) 6.4 Skills Qualifying Controlled Products and (Assigned Functional 6.5 Materiel Products) Vocabulary) Processes) Missions + Assumed 6.5.1 Physical IT Supporting Functions) 6.5.1.1 Systems 2 and 7. PRM 6.5.1.1.1 Software Systems (Strategic Mgmt, Ops & Priorities, 6.5.1.2 Infrastructure Categories (Data, Metadata, Taxonomies) Portfolios, Invest. Strategies, 6.5.2 Goods Programs, Projects) 6.6 Facilities Basic Relations or Rules (Axioms) 6.7 Services World View (Process + Data + Rules, Ontology) 6.8 etc. Containment-Relations (Part-Of) 3/26/2009 29
  30. 30. Enterprise Architecture – Main US Federal (OMB FEA and Defense) Elements DoDAF Business Architecture (BA) AV (Including FEA Performance Reference Model – PRM, and Business Reference Model - BRM) Security BA-PRM Architecture, Management TOC, Portfolio Elements Consulting and Mgmt, Business DoDAF Resource Case OV Management Services BA-BRM Elements Function Application Architecture (AA) Capability Service (Including FEA Service Component Reference Model - SRM) Components Data Architecture (DA) IT Services (Including FEA Data Reference Model - DRM) DoDAF Technology Technology Architecture (TA) TV Service (Including FEA Technical Reference Model - TRM) Components Technology Infrastructure, Systems, and Devices Testing, Development, and Deployment DoDAF SV Technology Demonstrations, Prototypes, Pilots, Operation, and Maintenance 3/26/2009 30
  31. 31. GEM Whole Enterprise EA – Initial Management Context and Content Survey Feed all collected responses to these questions into the EA repository, noting that items 30 and 31 related to actual infrastructure and system development, deployment, operation, and maintenance, not enterprise architecture. However, these items form the basis for measuring compliance with the architecture and the success/fit of the architecture to the enterprise/function mission. 0. Identify your enterprise, most typically your organization. For your enterprise, identify the following to the degree you consider economical and relevant. Store and maintain all of this information in a single data store to reduce enterprise operational and analytical fragmentation. 1. What locations are relevant to you? Where do you operate? 2. What is your organization's name? What are the organization names of your value-chain stakeholders (i.e., customers, suppliers, authorities, your own performers, your subordinate organizations, public groups, and partners), and what are their locations which are relevant to you? 3. What are your organization's internal units, as typically portrayed as blocks on an organization chart, or more formally identified by a budget, plan, or program within your organization's aggregate financial management plan? What are the relevant organization units of the value-chain organizations within your organization unit? 4. What are the functions (i.e., assigned work) performed by your organization units? What are the relevant functions performed by their relevant organization unit value- chains? 5. What is the mission of each organizational unit's function? 6. What policy (minimally the values and perspective per the Carver Policy Governance method) governs the function? 7. Which person, identified by name, unique identifier, and assigned position, is responsible for achieving the function's mission? 8. What is the boundary of the functional mission's authority in terms of function, functional interfaces, organization units, organizations, and locations? 9. What is the responsible person's vision of perfect mission performance? 10. What measurable goals has the responsible person defined to achieve the vision of perfect mission performance? BA 11. What performance targets (e.g., objectives), specified in terms of schedule, cost, and quality, has the responsible person defined to attain these goals? 12. What quantitative performance success indicators give proof of reaching the objective on time, within budget, to the required quality specified? 13. What strategies, including executing portfolios of investments to organized and prioritized to achieve the success indicators, will enable the responsible person to quantitatively prove, through meeting the specified performance indicators, that they have attained their objectives, and thus goals, and thus mission? 14. What plans, either for recurring (e.g., steady-state) operations or new initiative projects, will be used to implement each strategy? 15. What process will be followed in performing the planned recurring operation or initiative project? 16. What specific procedure will be followed at each defined step of the process, by which Organization Unit, within which Organization, at which Location? 17. What template will be used to collect or present information used in the procedure, and is this template automated (e.g., online form, web service) or manual (paper)? 18. What constraints, rules, or principles must be complied with in using the template? ----(Overlapping/interfacing with Data Architecture in items 19-21)---- 19. What metadata does the template and constraint contain, and what specific semantically-controlled term does the metadata represent? 20. What is the unique ID for each metadata item in each template and each constraint? 21. What is the procedural transaction data for each metadata item in the template or constraint? ---(Overlapping/interfacing with Solution and Technology Architectures in items 22 - 24)---- DA 22. What equipment, infrastructure, systems, software systems, supplies, and/or service is required to complete the procedure, in what quantity, with what qualities, on what schedule? 23. What category describes each equipment, infrastructure, systems, software systems, supply, and service resource, and is this category approved by the enterprise's AA architecture (i.e., component and interface) control authority to avoid wild variance in enterprise resources? 24. What are the item/product/vendor specifics of the equipment, supply or service required for the procedure, and is this technology ubiquitous, in early adoption, or in the TA research stage? 25. What are the collected requirements, defined in terms of procedural performance resources, in specific quantities, with specific qualities, at specific times, at specific cost, for fully implementing the plans? 26. What is the budget in the current and future years for filling the requirements of the plans, for the strategies, in accomplishing the function's objectives, goals, and mission? 27. What budget line items, in the aggregate, fully describe the requirement? 28. What elements of expense (i.e., pre-established categories of resources) categorize each budget line? 29. As sub-functions, what programs, as collections of inter-related projects, and which program and project managers, are given responsibility for satisfying the requirements? BA 30. What capability technology insertion, development, and deployment projects are governed by the Program and Project Managers, and what are their detailed performance schedule, budget, and quality constraints? (Recommened: use ANSI 632 System Engineering Process, and ISO 12207 Software Life Cycle Management as guidelines here) 31. What initial and recurring capability prototyping, operations, and maintenance are governed by the Program or Functional Managers, and what are their detailed performance schedule, budget, and quality constraints? (Recommended: use ANSI 632 System Engineering Process, and ISO 12207 Software Life Cycle Management as guidelines here). 3/26/2009 31
  32. 32. GEM-EMA – Recurring Procedural Flow, Overlaid with OMB FEA Reference Model Blocks, DoDAF Views, and Common Business Improvement Efforts Functions, Programs, and Projects) (A Solution Development Life Cycle (SDLC), Operating Concurrently For All Enterprise Organizations, DoDAF Business Architecture (Including AV FEA Performance Reference Model – 13. Strategies 29. Functional 12. Performance 25. Requirements 14. Plans PRM, and Business Reference Model Definitions Programs Indicators 32. Review Performance - BRM) & Portfolios & Projects 11. Objectives BA-PRM Elements 10. Goals Security Architecture, 9. Vision Enterprise 7. Performance Targets TOC, Portfolio Management 5. Mission DoDAF Services Mgmt, Business OV 7. Responsibility 8. Authority 26. Budgets 27. Budget Lines 28. Expense Elements Case BA-BRM Function 6. Policy Elements 4. Function Capability 3. Organization Unit 1. Location 2. Organization Service Components Application 15. Process 15.1 Vocabulary Architecture 16. Procedure (Including FEA Service 18. Constraints, Component Reference Rules, and 17. Templates Model - SRM) Principles Data Architecture 19.1 Key Words 19.2 Taxonomy 19. Metadata (Including FEA Data Reference Model - DRM) 19.4 Semantic Models 21. Data And Data Models 19.3 Concept Maps 20. Data Dictionary IT 19.5 Ontologies Services Technology 22. Equipment, Supplies, and Service (IT and Others) Architecture DoDAF (Including 23. Technology Catalog Technical TV Reference 24. Technology-Specification and Insertion Model - TRM) 30. Technology Infrastructure, Systems, and Devices Testing, Development, and Deployment (TA) DoDAF 21 25 Functional Knowledge SV Requirements Bases 31. Functional Operations and Technology Inventory, Prototyping, Operation, and Maintenance (TA) 3/26/2009 32

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