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GEM And EMM - Getting To Green
 

GEM And EMM - Getting To Green

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Using the GEM approach can enable your organization to attain a "Green" rating on the US President's Management Agenda (PMA) as well as any other strategic management effort of any endavor.

Using the GEM approach can enable your organization to attain a "Green" rating on the US President's Management Agenda (PMA) as well as any other strategic management effort of any endavor.

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    GEM And EMM - Getting To Green GEM And EMM - Getting To Green Document Transcript

    • One World Information System Getting to Green Improving Performance Results and Enterprise Management Maturity (EMM)™ by using the General Enterprise Management (GEM)™ Methodology and Knowledge Base 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 1 What is the General Enterprise Management (GEM) methodology? GEM provides an integrated and continuously evolving “Table of Contents” and “Index” to your enterprise, as it is, was, and is intended to be. Why use GEM? How many organizational Executives, Senior Managers, Managers, Workers, Staff, etc., wouldn’t like the right information they need to do their jobs well and make good decisions, to be provided to them in the way it is need, when it is needed. GEM can help your enterprise, whether Government, Commercial, Non-Profit, Community, or Individual, to attain just that capability. GEM applies a proven quot;management solutionquot; framework that is the basis for consistent solution design and implementation. GEM has been proven by over two decades of day to day practical use, including: 1) re-justifying and reorganizing a 16,000 person U.S. Army command assigned to NATO; 2) mapping together job functions, positions, skill sets, IT requirements, organization units, facilities, training, and budgets for organizational productivity improvements and IT acquisitions based on enterprise-wide business patterns; 3) modeling and building an application to provide wartime and contingency operational scenario generation, event release for execution, and performance tracking; 4) modeling and managing the garrison IT architecture for a 300,000 person Theater Army; 5) managing IT requirements in conformance with that enterprise architecture; 6) IT planning, programming, and budgeting for that Theater Army; 7) adoption of that methodology, and the application that applied it, as a candidate standard army management system for managing IT architecture, plans, and execution; 8) inclusion of the management methodology’s knowledge schema in a standard DoD application combining SQL, GIS, and CAD functions for IT architecture, infrastructure, and systems planning and topological display; 9) serving as the management methodology supporting engineering management for the DoD Common Operating Environment (COE) and Global Command and Control System (GCCS); 10) providing the operational model and analytical schema to identify the traffic and usage patterns of the DoD Joint Operations Planning and Execution System (JOPES) for use in its redesign. GEM is a generalization and integration of several processes present in all enterprise functions, and in all enterprise management, and is an improvement of processes that have been used for centuries. Through this integration, GEM provides a consistent method for analysis and integration of enterprise business, management, systems, value, and other subjects. The documentation of these analyses and integrations can be loaded into a multi-purpose knowledge-base which is part of the GEM design. The implementation of this integration results in knowledge-based value-chain workflow applications that reach across functional and enterprise boundaries. For example, in supporting the U.S. Federal Government, GEM provides a single mechanism to simultaneously conduct A-76 (i.e., Competitive Sourcing) studies, reorganization/realignment/relocation planning, functional and enterprise knowledge management (e.g., thereby leveraging Human Capital), enterprise architecture design and planning, performance management of strategic plans/portfolios and budgets/projects, business process reengineering (BPR), and business process maturation (similar to CMM/CMMI/ISO9000). The concepts behind GEM date back over 35 years to an early “connection model” extension to the popular “systems model”. The connection model was subsequently renamed a “generalized object model”. This early object model is comparable to today’s industry standard Object Metaschema defined jointly by the OpenGroup and Object Management Group (OMG) as the foundation for the structure and management of many modern information technologies. The GEM methodology, repository, and application design has been developed over the past 21 years as information technology has evolved over that period. GEM is designed as a method for simultaneously attaining enterprise management process and operation maturity, customer focus and value, continuous quality improvement, situational awareness, enterprise architecture, portfolio management, vulnerability management, etc., without all of the overhead required by each of these individual efforts. It is comparable to CMM for Software Engineering, and CMMI for System/Software Engineering and Acquisition Management, but for all organization functions, programs, projects, and processes.
    • One World GEM For Performance Management Information System U.S. Office of Management and Budget on Federal Agency Scorecards “Good intentions and good beginnings are not the measure of success. What matters in the end is completion: performance and results. Not just making promises, but making good on promises. In order to ensure accountability for performance and results, the Administration is using an Executive Branch Management Scorecard. The Administration will use this scorecard to track how well departments and agencies are executing the management initiatives, and where they stand at a given point in time against the overall standards for success. The scorecard employs a simple ‘traffic light’ grading system common today in well run businesses: green for success, yellow for mixed results, and red for unsatisfactory.” Using the GEM time-phased process enables Federal organizations in “Getting to Green” and satisfying the President’s Management Agenda. 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 2 Any quot;managementquot; problem can be solved, or management requirement satisfied, through application of the GEM methodology and appropriate technologies. This includes satisfying the management requirements put forth in the US President’s Management Agenda of 2001, as measured by a “green” rating on the Office and Management and Budget’s (OMB) Performance Scorecard. An “enterprise architecture” (EA) is built through a consistent method of analysis of the enterprise business, performance, data, application and technology elements and their relationships, thus providing the structure and knowledge for governance of infrastructure and systems/software development. At a higher level, the GEM methodology provides a consistent method of analysis of the enterprise as a whole, going beyond the elements of enterprise architecture, resulting in a knowledge-base of the structure and governance of the full-enterprise within its larger environment and value chain. This provides the foundation for integrated applications, knowledge management, real-time enterprise, situational awareness, command and control, and mission- aligned and integrated operations. The owner of the GEM methodology, One World Information System (OWIS) has released the EA portions of the GEM methodology through the Creative Commons Attributed-NonCommercial-ShareAlike public license, thus making that portion of GEM free for non-commercial use. See http://one-world-is.com/beam. The Enterprise Management Maturity (EMM) process provides a staged approach for applying the GEM methodology, supported by a variety of vendor-neutral and open-standard Model Driven Enterprise Management (MDEM) technologies used to create GEM-based modeling tools, the GEM knowledge repository, and GEM-based business applications. GEM provides integrated capabilities in Enterprise Architecture, Performance Management, Concurrent Strategic Management, Enterprise Maturation, Portfolio/Program/Project Management, Intelligence Management, Operations Management, etc.
    • Executive Branch Performance Scorecard One World Information (Where’s the Green? GEM Can Help!) System 2002 FEDERAL BASELINE PERFORMANCE EVALUATION BUDGET/ HUMAN COMPETITIVE FINANCIAL ENHANCED PERFORMANCE CAPITAL SOURCING PERFORMANCE E-GOVERNMENT INTEGRATION AGENCIES INITIATIVE INITIATIVE INITIATIVE INITIATIVE INITIATIVE AGRICULTURE COMMERCE DEFENSE EDUCATION ENERGY HHS HOMELAND HUD INTERIOR JUSTICE LABOR STATE TRANSPORTATION TREASURY VA OMB OPM SSA Legend: Unsatisfactory Mixed Results Satisfactory 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 3 The GEM methodology provides a detailed procedure for managing any enterprise, as a whole or in part, at any scale, encompassing all its Functions, Processes, and Resources, distributed across all of its Locations, Organizations, and office, team, position, and role Organization Units. It enables identification and tracking of gaps, overlaps, and inconsistencies in these enterprise elements. GEM, as a detailed procedure, extends the early “business systems planning/information strategy planning” of IBM’s Dewey Walker, the later 1987 Enterprise Architecture Framework of IBM’s John Zachman, and the later 1992 Enterprise Architecture Planning methodology of Steven Spewak.
    • One World Supporting The President’s Mgt Agenda (PMA) Information System Management and IT Services GEM For Enterprise Management Services Target Service PMA Initiatives • Extending EA into Full Enterprise Engineering Audience (Simultaneous Support) • Performance/Quality/Cost Improvement • Cycle Time Reduction 1. Human Capital • Vulnerability/Security/Continuity/Risk • CEO • CHCO • CHCO Management • COO • CKO 2. Competitive Sourcing • Knowledge Management • CFO • CIO • Functional Managers • A76 • A76 Sourcing Studies 3. Financial Performance GEM For Enterprise Architecture Services • BMMP 4. Enhanced Advising-On, Implementing, and Extending: • CFO • CIO eGovernment • CTO • 24 eGov Initiatives • FEA • TOGAF • Zachman • FEA • DoDAF/C4ISR • Spewak • Portfolio Management • FISMA 5. Budget/Performance GEM For IT Services Integration • LAN/WAN/Wireless Network Management • CIO • CTO • Scorecard • Application and Database Integration • System/Software • Complex Databases, Data Warehousing Development Mgrs • Web-based Applications GEM For Network Infrastructure Services 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 4 Through internal capabilities and teaming and/or GEM licensing arrangements with best of breed management and technology service providers, TranTech provides a full spectrum of Services for managing an organization and its enterprise. In supporting you, we are willing and able to team with your existing contractors in all categories of service, or to license GEM to you or them. 1. We provide Enterprise Management Services and Support using our GEM methodology, implemented in value-producing phases using our Enterprise Management Maturity model. 2. GEM inherently provides a methodology, supported by appropriate technology, for developing enterprise architectures, within its larger methodology for managing the intelligence and intelligence-based operations of any enterprise. GEM is much like cartography and surveying. Cartographic maps, and the surveys that define them, can be of new territory, or of currently populated territory. These cartographic maps, as do GEM maps, provide the basis for government, organizational, and property treaties, boundaries, and interfaces, and for simpler navigation across this terrain. GEM provides the map or quot;blueprintquot; of the enterprise components and their interfaces, as does a basic enterprise architecture. But GEM also provides the quot;inventoryquot; of enterprise resources/assets at their various life cycle stages, maps those resources to the quot;architecturequot; of processes, functions, organization units, organization, and locations relevant to the enterprise, and then provides the intelligence management and operations management mechanisms to operate the enterprise as a single quot;systemquot;, within its identified value-chain and environment influences. In doing this, GEM provides an Enterprise Architecture that goes far beyond those provided by FEA/FEAF, DoDAF/C4ISR, TOGAF, Zachman, Spewak, etc. Through use of the more comprehensive and structured GEM methodology, we provide Enterprise Architecture services and support, having the ability and readiness to work with: EA frameworks (e.g., Zachman, DoDAF/C4ISR, FEA, TOGAF, etc.) and EA methodologies (e.g., Spewak), data, application, and architecture modeling tools (e.g., Computas Metis, Agilense Web Modeler, Popkin System Architect, Rational Rose, Ptech, Poseidon UML, Oracle Designer, Microsoft Visio for Enterprise Architects), metadata (model) repositories Open Standard (MOF, Agilense EA Repository, Netbeans MDR, DSTC), Proprietary (Metis, CA/Platinum ModelMart, ASG Rochade, Cyrano, Softlab Enabler, Oracle, Microsoft, Rational ClearCase, ISC E- GEN/MAP, Sybase Metaworks) middleware products (workflow, metadata management, metadata integration, ETL, etc.) 3. We provide full life cycle support for system and software capabilities through our award-winning IT service capabilities, and by teaming with other high quality companies. 4. We provide network infrastructure services, such as data and voice telecommunication services and support, through our teaming with high quality network service providers.
    • One World Getting to a Green Performance Scorecard Information System GEM Methodology Structure President’s Management GEM Methodology Functions EA Agenda Hierarchy E E PART S B D A T Enterprise Operations Rating O A A A A A I Government Performance and Results Enterprise Architecture Act (GPRA) (1993) X X X President’s Goals (2001) Security Architecture X X X President’s Mgt Agenda X X X Five Government-Wide Initiatives X X X X (Scorecard Items) Business Data Architecture Architecture 1. Human Capital X X X X X X X Enterprise 2. Competitive Sourcing X X X X X X X Intelligence 3. Financial Performance X X X X X X X Technology Application 4. Enhanced eGovernment X X X X X X X Architecture Architecture • 24 eGov Initiatives X X X X X X X GEM Methodology Structure • FEA in support of Clinger X X X X X X X Cohen Act • Federal Information Security X X X X Mgt Act 5. Budget/Performance X X X X X X X • OMB PART Scorecard X X X X EO = Enterprise Operations BA = Business Architecture (FEA BRM/PRM and DoDAF OV Conformant) EI = Enterprise Intelligence DA = Data Architecture (FEA DRM and DoDAF OV Conformant) EA = Enterprise Architecture AA = Application Architecture (FEA SRM and DoDAF OV Conformant) SA = Security Architecture TA = Technology Architecture (FEA TRM and DoDAF TV Conformant) PART = Performance Assessment and Rating Tool The owner of the GEM methodology, One World Information System (OWIS) has released the EA portions of the GEM methodology through the Creative Commons Attributed-NonCommercial-ShareAlike public license, thus making that portion of GEM free for non-commercial use. See http://one-world-is.com/beam. 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 5 The GEM Methodology can be directly applied to help achieve the expected results of the President’s Management Agenda, as shown in this diagram. GEM, as a “management solution framework” provides a consistent analysis, goal-seeking, and performance measuring mechanism, enabled by appropriate enterprise knowledge and data. GEM enables any executive, manager, or worker to achieve their mission, vision, goals, objectives, and strategies through those strategies’ recurring operations and initiative programs/projects. At the heart of the GEM support for the PMA initiatives is a FEA and DoDAF conformant enterprise architecture built using the GEM Enterprise Intelligence (EI) design, satisfying the EA portion of the “Expanding eGovernment” PMA initiative. In the same way that a GEM-based approach can satisfy the EA requirement, GEM can also be used as the basis for the variety of other current and future eGov initiatives. To build the EA, the GEM EI Knowledge Base (KB) efforts collect and organize the Business, Data, Application, Technology, and Security Architectures. The GEM EI-KB and EA provide the basis for effectively, efficiently, and securely managing enterprise operations and developing enterprise applications, because they in effect provide detailed and integrated requirement and system analysis for all enterprise functions. With the EI KB and EA in place, the management solution for the other PMA initiatives, and other management initiatives, is greatly simplified. The EI-based Business Architecture, often in conjunction with the Security Architecture, is the most commonly used area of the Enterprise Architecture. They provide the detailed system and requirement analyses used in defining the data, application, and technology architectures and in implementing subsequent information system capabilities.
    • One World What Is GEM? Information System A closed loop methodology (i.e., a detailed, self-refining procedure) for managing an enterprise Operation Intelligence Management Refinement Enterprise Operations Enterprise Intelligence Resource Distribution and Intelligence Access Inventory Provisioning Intelligence Structure A way of perceiving the enterprise as a single thing within its larger environment An executable model of a general enterprise, adaptable to any specific enterprise A design for an intelligence and operations management system, that can support management at any scale from individual to universal 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 6 The generalized management capabilities of GEM are designed, as an executable model, to enable the enterprise and its participants to ask and answer questions of any complexity about its larger endeavor and its component endeavors, and the environment surrounding them, in a very simple and intuitive way. Every thing of interest to the enterprise can be managed using GEM, with GEM implementation providing a comprehensive and coherent base of knowledge for each and every enterprise operation. A GEM-based system provides automated support for management, from the general to the specific. Following the open-standards-based GEM methodology, and using the GEM open-standards distributed repository, enables any enterprise to quickly resolve its toughest problems.
    • One World What Are GEM’s Functions and Products? Information System 1. Operation A Management 2. Intelligence Refinement Enterprise C G Operations B 5. Resource Enterprise Distribution and 3. Intelligence Intelligence F Access Inventory Provisioning E D 4. Intelligence Structure GEM Functions GEM Products 1. Conduct operations under access control A. Operational experience 2. Learn from operations intelligence management B. Operational/analytical results and data functions C. Vulnerability Assessment 3. Inventory intelligence (metadata and data) D. Extracted intelligence, managed metadata and data, 4. Organize intelligence (Knowledge Management) intelligence integration 5. Implement resource distribution, access control, E. Management intelligence, EA, and asset access and and security architecture distribution requirements F. Vulnerability Identification G. Intelligence distribution for operations, analysis, and decisions 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 7 In the broadest terms, GEM provides the mechanism to turn experience into improved intelligence, and intelligence into improved experience. The GEM products are available to any organization that goes through the GEM methodology’s process.
    • One World What Are GEM’s Functions and Products? Information System 1. Operation A Management 2. Intelligence Refinement Enterprise GEM EA G C Operations B 5. Resource Enterprise Distribution and 3. Intelligence Intelligence F Access Inventory Provisioning E D FEA / 4. Intelligence Structure GEA GEM Functions GEM Products 1. Conduct operations under access control A. Operational experience 2. Learn from operations intelligence management B. Operational/analytical results and data functions C. Vulnerability Assessment 3. Inventory intelligence (metadata and data) D. Extracted intelligence, managed metadata and data, 4. Organize intelligence (Knowledge Management) FEA/C4ISR conformant EA, intelligence integration 5. Implement resource distribution, access control, E. Management intelligence, and asset access and distribution and security architecture requirements F. Vulnerability Identification G. Intelligence distribution and GEM EA for operations, analysis, and decisions 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 8 In the broadest terms, GEM provides the mechanism to turn experience into improved intelligence, and intelligence into improved experience. The GEM products are available to any organization that goes through the GEM methodology’s process. A FEA conformant, and possible common-ground Government Enterprise Architecture (GEA) would result from performing a portion of the GEM Intelligence Inventory, providing a mechanism for governance of that FEA/GEA at multiple levels of the government types (national, state, local) and their internal hierarchies..
    • One World GEM Function – Enterprise Intelligence Information System Next State (Order) Response Decision Management Impact Focus Awareness Learning Knowledge Process IT Focus Information Metadata Increasing Data Pattern Operation and Intelligence Performance Signal Focus Indicator Event Change Increasing Context Current State (Order) (=Decreasing Disorder) GEM Intelligence Categories Give Context To The Subject GEM Subjects GEM Subject Assertions (Fact, Opinion, History, Conjecture, Projection, Plan, Theory, etc.) 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 9 In GEM, Enterprise Intelligence is a collection of those sensed, perceived, and recorded things, treated as resources, that guide enterprise decisions for in responding to changes in monitored situations. These intelligence resources are best managed as a whole, thus providing integrated assertions (e.g., facts, opinions, contingencies, requirements) for decisions and response. GEM categorizes and structures its intelligence in terms of the basic human questions and answers of: where, who, what, why, how, when, how many, how often, for how long, of what quality, at what stage, etc. The intelligence categories of GEM are named: Location, Organization, Organization Unit, Function, Process, Resource, and Requirement. GEM is used to collect, identify, describe, relate, control, and disseminate information about subjects in these categories.
    • One World Information GEM Function – Enterprise Operations System 1 3 2 Where we are today… How we’ll get there Where we want to go… Risk Assessment, Performance Measurement, Mission Operating Environment And Adjustments Evolving Strategy Value-Lattice (Adaptation Decisions) Vision (Integrated Value Chains) Strength, Weakness, Opportunity, Goal and Threat Awareness Objective Criteria Tightening “Acceptable Performance” Indicators from Lessons Learned During Operations (Intelligence Refinement) GEM provides a procedure to move from problems to solutions, at any scale. GEM enables accomplishment of mission goals and objectives. 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 10 Management: The purposeful resolution of complexity, inconsistency, and chaos in science, society, and perception into a dynamic system of relative controlled order. The movement from Current Problem to Solved Problem. Stated again, GEM is a quot;management solutionquot; framework. Any quot;managementquot; problem can be solved, or management requirement satisfied, through application of the GEM methodology and appropriate technologies. For GEM, an enterprise is a “purposeful endeavor”, and thus can include the purposeful (e.g., goal-oriented) endeavors of nations, collections of nations, organizations, chains of formally and informally linked organizations, markets, communities, groups, and/or individuals. GEM supports endeavors at these scales with a single methodology that fits them all. This single generalized methodology also enables very rapid integration and interoperability of these endeavors, providing support for mergers, realignments, reorganizations, alignment on mission and vision, concurrent planning, task-force or contingency organizations, matrix and network organizations, reengineering, enterprise architectures, real-time enterprise operations, etc. GEM fits these various types of endeavors because any endeavor is about “getting from here to there” in a purposeful way. Other names for endeavor approaches are: “transitioning from AsIs to ToBe”; Strategic Management (e.g., mission/vision, goals, objectives, performance indicators, strategies); problem solving (i.e., getting from a problem to a solved problem); “management” (i.e., resolving the problems of complexity and inconsistency in science, society, and perception into the solution of a dynamic system of controlled order); “change management”, etc. All of these entail knowing: 1) where you are, 2) where you want to go, 3) what path and pace you want to follow, 4) how you’re progressing on the path and pace, and 5) what adjustments are needed to these. Items 1 through 3 in the preceding list are called “planning”, item 4 is “doing” and “checking”, and item 5 is “adjusting”, or “PDCA” in quality-management terms. These activities seek to reduce the cycle-time required for any endeavor operation or decision, and thus the endeavor cost, risk and vulnerability. These activities frame the Project Manager’s Institute Body of Knowledge (PMIBOK). This goal-seeking approach resembles, and is a superset of, the operations-planning approach used by many organizations. It supports and can enable automation of large enterprise management controls such as compliance with the U.S. Government Performance and Results Act (GPRA) and Information Technology Management Reform Act (ITMRA, also known as Clinger-Cohen Act – CCA), and automation of management endeavors such as the 2001 U.S. President’s Management Agenda with its five key government-wide initiatives (Strategic Management of Human Capital, Competitive Sourcing, Improved Financial Performance, Expanded Electronic Government, Budget and Performance Integration). GEM can provide an integrated mechanism to replace or subsume management tools such as the U.S. OMB Performance Assessment and Rating Tool (PART) and can directly support the Federal Enterprise Architecture (FEA).
    • One World Suggested EA Common Artifacts for FEA/GEA Governance Information System BRM+. An Inventory and Hierarchy of Functions, and their references, assignments, context, and type/purpose. Functions (at Enterprise, Departmental, Agency, Function Staff, Program, Project, and Individual Levels) Type Executive Function (100% Common. Strategic Management, Goal Setting and Seeking, Implementation, Assessment, SWOT, Security) References Support (90% Common Across all Organization Units) Policy Production (Mission. Unique to Organization Unit or Organization, or duplicated across Process Locations. If duplicated across Organization Units and Organizations in same location, then Function this shows redundancy.) Assignment Procedure Responsibility (For Deliverables / Template Products / Service Constraint (Standard, Rule, Principle, Law, Regulation, Culture, etc.) Authority (Boundary) Tools Budget Metadata (Storage, Processing, Interfaces, Web Resource Services, Integration) Organization Quick Start EA, Unit Schedule Tying System Structured Data (e.g., SQL, RDF) Architecture to Organization CPIC and an Semistructured Data (e.g., XML, evolving EA, for Location Messages, Domino) Governance of (Physical, System Virtual, Investments Conceptual) Unstructured Data (e.g., Office Automation Products, text files) 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 11 To provide a consistent base for EA for the FEA and any eventual US or International Government EA (GEA), the business management artifacts in the diagram above, representing a subset of the GEM schema, are offered as the core GEA schema. These business artifacts represent tailored simplifications of the artifacts found in the ISO standards for Enterprise Modeling and Reference Architectures. The presence of these artifacts is a clear indication of maturity in the relevant business function or enterprise. The procedure to collect and organize these artifacts provides a formal methodology for EA that extends the existing Zachman, C4ISR/DODAF, TOGAF, etc. EA frameworks, and the existing Spewak EAP methodology. The Quick Start artifacts identified in this diagram will provide the necessary data to link the various enterprise, department, agency, staff, program and project system initiatives, with their internal system high level architecture, to the CPIC process of those organizations. This consistent structure of EA business management artifacts provides the metadata and data foundation to provide rollup and comparison of the various system initiatives across these organizational levels, providing the mechanism for governing the architectural composition of the systems and their replacements, and the ranking and prioritization of these system initiatives from the top downward. Collection of these business management artifacts in support of EA provides a strong foundation for future enterprise management capabilities using the full GEM functionality.
    • GEM – Enterprise Operation and Vulnerability Flow One World Information (Concurrently For Organizations, Functions, Programs, Projects, etc.) System Business Architecture (Including GEM FEA Performance Reference Model – Strategies Programs Performance Plans Requirements Performance Knowledge PRM, and Business Reference Model - BRM) Indicators & Portfolios & Projects Base Mission BA-PRM Objectives Performance Enterprise Elements Model Goals (& A76) Components Vision Security Architecture Mission Functional Maturation Responsibility Authority Budgets Budget Lines Expense Elements Value Chain & Vulnerability BA-BRM Functional Functional Elements Function Policy Enterprise Guidance Hierarchy Knowledge Maturation Architecture Functional Functional Context Guidance Guidance Process Application Methodology Function Architecture (Including FEA Service Procedure Capability Component Reference Constraints, Components Management Model - SRM) Rules, and Templates Services Principles Data Architecture (Including FEA Data Metadata Reference Model - DRM) Data IT Services Data Dictionary Technology Architecture Pre-Automation Equipment, Supplies, and Service (IT and Others) (Including Post-Automation Technical Software Patterns Technology Catalog Reference And Designs Model - TRM) Technology-Specification GEM-Specific Technology Technology Infrastructure, Systems, and Devices Development and Deployment Components Common Technology Operation and Maintenance 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 12 This diagram illustrates the closed-loop operational flow of an organization using the GEM methodology’s Spiral Life Cycle. It enables refinement of enterprise knowledge throughout each operational activity, and shared learning and awareness. This diagram also illustrates the operational flow elements of the GEM methodology’s Spiral Life Cycle overlaid on the top-level OMB FEA Model with its PRM, BRM, SRM, DRM, and TRM elements, shown as yellow frames. The light blue boxes represent operational activities common to most organizations, whether accomplished formally or informally. The procedures for developing a basic enterprise architecture compliant with FEA are available at no cost to government using the Public Licensed “Basic Enterprise Architecture Methodology – BEAM) of One World Information System (See http://www.one-world-is.com/beam/default.htm) The darker green boxes, with italic text, identifies the additional activities accomplished through the use of the commercial GEM methodology, with an evolving GEM repository, and evolving GEM-repository-based or repository-integrated functional applications. Note that while an “enterprise architecture”, shown here as the FEA model, has elements in common across all organizations, GEM extends the organization’s enterprise architecture to support the larger enterprise management process of secure organizational operations management from managed organizational intelligence. GEM extends the FEA, Zachman Framework, C4ISR/DoDAF, TOGAF, TEAF, and other EA frameworks, and glues these EA efforts together with the operational efforts, melding them into a full enterprise management (EM) solution framework. GEM, as a methodology, repository, and repository-based and repository-integrated applications, provides a dynamic federated interoperability model for communities of interest (COI) within the enterprise, and a comprehensive EA and EM management approach. This supports our contention that the FEA is not really new. It's largely repackaging of what most who have taken an quot;enterprise viewquot;, or a quot;system view of the organizationquot; have done all along. The EA and FEA are not ends in themselves, but are a means to gain control over technology expenditures, primarily IT expenditures. IT spending has shown the trend of suboptimization - spending on localized views of need for assigned or assumed functions, not prioritized enterprise requirements. This control over technology spending and the reduction of suboptimization directly supports the alignment of the Executive Branch and its operations with the President's Management Agenda, in pursuit of Performance Management and compliance with the Government Performance and Results Act (GPRA). If these common operational artifacts are reviewed by those outside of the EA and IT communities, then most will acknowledge that their organization performs the activities yielding enterprise-wide common operational artifacts roughly matching the PRM and BMR. Fewer will have enterprise-wide common operational artifacts matching the SRM, while even fewer will have enterprise-wide common operational artifacts matching the DRM and TRM. To make this a closed loop, and thus self-refining, and environmentally adaptive system, we submit that the organizations must also perform those enterprise-wide management activities that produce the GEM-specific operational artifacts shown in green blocks. These are the glue that tie the operations together into a single enterprise-wide process flow. The need for a closed loop operational process thus drives the need for a shared, distributed, common, enterprise-wide repository for this process. Without such a shared repository, an quot;enterprise brainquot;, every activity in this flow that is not shared breaks that activity and its subsequent activities out of the quot;enterprise-widequot; view and makes it a locally suboptimized activity. If an activity and its artifacts are not in the shared repository, they are hidden from the enterprise view and enterprise accountability. This takes local operational autonomy too far in the direction of wildness and away from the controlled order needed by any organization to survive and thrive. It's like a wild mutation, or worse, like cancer. Most wild mutations are not beneficial to the organization/organism, and cancer is never beneficial. A closed-loop, self-referencing, environmentally adaptive, self-healing management process is needed.
    • One World The GEM Dual-Spiral Life Cycle Process Information System Enterprise --- --- Operations --- Spiral --- Mission/Vision Goals Enterprise Strength, Weakness, Performance Objectives Opportunity, and Performance Targets/Indicators Intelligence Threat (SWOT) Develop Strategies Spiral Assessment and Recurring Operations Risk Assessment --- --- Operational --- And Analytical Initiatives (Projects) --- Data --- --- Implement Strategies Perform Projects --- --- Value Chain --- Assessment (Products, Measure Project Performance Customers, Suppliers, Review Strategy Performance Partners, Authorities, Adjust Performance Public, Internal --- Analysis) Mission-Based Asset Distribution, Responsibility, and Access Provisioning Intelligence Inventory Context/Intelligence Structure (Enterprise Dynamic Knowledge-Base) SUBJECT Location Organization Organization Function Process Resource Requirement Catalog References References Unit (Mission) References References References References References 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 13 General Enterprise Management (GEM) enables the enterprise to resolve many of its toughest problems through the implementation of a comprehensive spiral life cycle enterprise-integrating procedure, and with supporting open-standard technology, a GEM knowledge-management repository. This GEM repository provides a capability similar to an electronic book’s integrated “Table of Contents”, “Index”, and “Concordance”, but in this case, the “book” is the operating enterprise and all of its ongoing scheduled and ad-hoc activities. GEM provides a means to “record” what the enterprise is doing, has done, and intends to do, in a single decision-supporting knowledge base. GEM helps the organization achieve the goals of eBusiness / eCommerce / eGovernment / Real Time Enterprise by leveraging and moving beyond the capabilities provided by such fragmented and incomplete approaches such as Enterprise Architecture, CMM/CMMI, ISO 9000, Business Process Reengineering, Total Quality Management, Knowledge Management, Performance Management, Management by Objectives, Balanced Scorecard, Strategic Management, Portfolio Management, Continuity Management, etc. This diagram illustrates the major components of a GEM-supported environment, as a closed dual-loop system. It provides methods for inventorying and organizing the intelligence of the enterprise, for managing that intelligence to enable contextual situational awareness and resource-access-provisioning for enterprise participants, and for managing the enterprise’s mission performance operations.
    • GEM Mapped to Other Management and Architecture One World Information Frameworks and Methodologies System Supports Yes Partial No As of: 8/21/2003 GEM Rough Mapping of GEM Spiral Life Cycle Activites to Other Notable Frameworks, Methodologies, and Life Cycles Spewak Enterprise CMM, Defense Management Balanced Scorecard [PMA - Zachman IT Architecture CMMI, ISO CIO Engineering [PMA - Human Human Capital, Competitive GEM Enterprise Management Methodology Framework Planning (EAP) DoDAF / 9000 Council OMB FEA OMG Capital, Competitive Sourcing Sourcing (A76), Financial Perspectives Methodology OpenGroup C4ISR Mapping FEAF (1998) (2002) MDA (A76), Financial Improvement, Improvement, Activities, Using Model Driven Enterprise (1987-99) [PMA (1992) [PMA - TOGAF8 (1995) (1996) [PMA [PMA - [PMA - [PMA - [PMA - Budget/Performance Budget/Performance Management (MDEM) Technologies - eGov] eGov] [PMA - eGov] - eGov] eGov] eGov] eGov] eGov] Integration] Integration, eGov] 1. Enterprise Concurrent Capability Intelligence 1.1 Enterprise Functional Capability Inventory Each Row to the 1.1.1 Functional Knowledge Bases left represents a 1.2 GEM Intelligence Base phase of a 1.2.1 Enterprise Architecture common 1.2.1.1. Enterprise Initial Business Architecture quot;Executivequot; 1.2.1.1.1 Business Security Architecture capability for 1.2.1.2 Enterprise Full Business Architecture Enterprise, 1.2.1.2.1 Business Security Architecture Function, 1.2.1.3 Data Architecture Program, and 1.2.1.3.1 Data Security Architecture Project 1.2.1.4 Application Architecture Management. 1.2.1.4.1 Application Security Architecture Note that no 1.2.1.5 Technology Architecture methodologies 1.2.1.5.1 Technical Security Architecture other than GEM 1.3. Enterprise Role-based Asset Distribution and Access Control provide full 2. Enterprise Concurrent Capability Operations coverage of the 2.1 Aligned Enterprise and Functional Missions (Executive Function) enterprise 2.1.1 Aligned Enterprise and Functional Visions of Perfect management Performance dual spiral life 2.1.1.1 Integrated Measurable Goals cycle operations 2.1.1.1.1 Integrated Attainable Objectives and intelligence 2.1.1.1.1.1 Integrated Concurrent Operation Strategies process. This 2.1.1.1.1.1.1 Strategy Initiative/Project Management causes 2.1.1.1.1.1.1.1 Preliminary Design of Capability and Security ineffective and 2.1.1.1.1.1.1.2 Detail Design of Functional Capability and Security inefficient 2.1.1.1.1.1.1.3 Capability System Implementation Plans activities in the 2.1.1.1.1.1.1.4 Capability Component Implementation Plans other 2.1.1.1.1.1.2 Strategy Recurring Operations Management frameworks, 2.1.1.1.1.1.2.1 Capability Operation and Maintenance methodologies, 2.1.1.1.1.1.2.1.1 Operational Intelligence Input and Processing and life cycles in (Operational Data Processing) comparison to 2.1.1.1.1.1.2.1.2 Operational Intelligence Analysis and Reporting GEM (Business Intelligence) 2.1.1.1.1.2 Integrated Concurrent Operation Performance Review 2.1.1.1.1.3 Integrated Concurrent Operation Performance Assessment 2.1.1.1.2 Integrated Concurrent Value-Chain Assessment 2.1.1.1.3 Integrated Concurrent Vulnerability (Strength, Weakness, Opportunity, Threat, Risk) Assessment Each column above represents $Billions of services/labor/materiel expense for fragmented, partial, and suboptimal results in enterprise management, improvement, engineering, security, and situational awareness. When an enterprise follows the GEM methodology life cycle shown at the left, it can accomplish all that these more fragmented approaches can attain, but with more integration, less cost, more responsiveness, and more accountability. 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 14 GEM operates from the principle of a “spiral life cycle”, also known as a “closed loop system”. The results of one cycle are fed into the next cycle, providing part of the basis for adjusting that subsequent cycle. In GEM, management information products, such as reports, documents, data, etc., are “recycled” by the enterprise to refine its intelligence about its internal operations and arrangements, and about its larger environment and value chain. Because GEM is “generalized”, it can be applied to perform specific operations, such as enterprise architecture in all its varieties. Each column to the right of the GEM methodology dual-spiral life cycle management outline above represents $Billions of services/labor/materiel expense for fragmented, partial, and suboptimal results in enterprise management, improvement, engineering, security, and situational awareness. When an enterprise follows the GEM methodology life cycle shown at the left, it can achieve all that these more fragmented approaches can attain, and much more, but with more integration, less cost, more responsiveness, and more accountability. All of the products, capabilities, maturity, quality, consistency, etc. that these varied approaches seek to deliver to the enterprise can be provided through implementation of the one GEM process. Each Row of the diagram above represents a phase of a common quot;Executivequot; capability for Enterprise, Function, Program, and Project Management, expressed as the GEM methodology dual-spiral life cycle. Note that no methodologies other than GEM provide full coverage of this complete enterprise management process. This causes ineffective and inefficient activities in the other frameworks, methodologies, and life cycles in comparison to GEM. GEM seems to be a BIG process, and yet is actually quite small, consistent and understandable in design. It is BIG in operation, but small in structure, considering all that it delivers through the use of modern open-standard technology as open-source and/or commercial products. Because of the multi-functional breadth of GEM and its technical functional depth, it is often recognizable in part, but not always as a whole. It can be recognized by different people as strategic management, functional/program management, project management, knowledge management, resource management, security management, business intelligence, customer relations management, supply chain management, system/software engineering management, etc. GEM is all of these things, packaged together as a single whole-enterprise management process, which can also serve as the design for a whole-enterprise management system. The variety of management concepts, technology concepts, and technologies supporting GEM implementation has recently reached common awareness (e.g., hyperlinks, object models, value-chains, enterprise architecture, process/capability maturity). The technology to support whole- enterprise management with GEM are now based on open standards, and GEM can be economically and quickly implemented in a variety of ways with combinations of open-source and commercial products. By applying GEM, an organization and its value-chain can leverage all of the prior management improvement work, rolling the results and methods of those efforts into a comprehensive management life cycle – GEM.
    • One World GEM™ and Enterprise Management Maturity Levels Information System 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 Functional EMM 4 EMM 5 Architecture X Architecture Y EMM Level 1 EMM Level 1 System System Architecture A Architecture C EMM Level 1 EMM Level 1 System System Architecture B Architecture D GEM can begin at any level of the enterprise and grow outward, but starting with the whole enterprise is recommended. GEM provides escalating levels for building and integrating a mature enterprise management capability. 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 15 The EMM process has five levels for deploying the capabilities enabled by the General Enterprise Management (GEM) methodology. The GEM methodology is used for defining and fulfilling capability requirements at the system, functional, and enterprise levels, and for integrating those capabilities into larger enterprise operations, and for automating those collected enterprise operations. Use of this methodology also identifies gaps, overlaps, and unwanted inconsistencies in enterprise capability, enabling enterprise-wide development and implementation of migration plans from a given capability to the next generation of that capability. As illustrated here, the GEM methodology can be applied at multiple levels of the enterprise. However, as analogy, it’s easier to grow a living tree of enterprise capability from a GEM seed, reaching outward to subsume existing capabilities, or to develop new capabilities, thus taking the required enterprise form, than to graft separate parts of many sub-enterprise management trees together into an enterprise pattern, in an attempt to give it the dynamics of life. GEM is applicable at all levels of the enterprise capability (e.g., from isolated system to “living” enterprise), but the enterprise gains the most value, in the shortest overall time, at the lowest overall cost and complexity, by pursuing EMM 5 first. An analogy to help understand the EMM levels of GEM comes from medicine. EMM Level 1 is equivalent to the anatomy and function of a human’s finger. EMM Level 2 is equivalent to the anatomy and function of a human’s arm. EMM Level 3 is equivalent to the anatomy and function of a human body. EMM Level 4 is equivalent to the physiology and mechanical operations of a human body, which both apply the anatomy. EMM Level 5 is equivalent to the psychology and awareness, the intelligence, of the human, which applies the body’s anatomy, physiology, and mechanics. Stretching that same analogy a bit further, EMM Level 3, an enterprise architecture capable organization is basically an anatomically modeled organization, much like a cadaver serves as a model of a human. EMM Level 4 is much like a human in a coma – operating but not aware, proactive, or reactive. EMM Level 5 is much like an aware and active human operating in their dynamic environment.
    • One World The PMA and EMM Levels Information System President’s Management EMM Levels Agenda PMA Five Government-Wide EMM1 EMM 2 EMM 3 EMM 4 EMM 5 Initiatives (Scorecard Items) (BEAM) 1. Human Capital (OPM) √ √ 2. Competitive Sourcing (A76) √ 3. Financial Performance √ √ 4. Enhanced eGovernment √ √ √ √ √ • 24 eGov Initiatives √ √ • FEA in support of Clinger √ √ √ Cohen Act • Federal Information Security √ √ Mgt Act 5. Budget/Performance √ √ • OMB PART Scorecard √ GEM provides escalating enterprise maturity levels for achieving the performance required by the President’s Management Agenda. 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 16 This diagram illustrates that an enterprise architecture provides a consistent foundation for all of the PMA Government-Wide initiatives.
    • One World Implementing GEM™ Using EMM™ Information System Advanced Services Outcome/Results • Business Analysis • Business Case for Full EA (EMM 3) and GEM (EMM 4 and 5) (Partial EMM 3) – Partial EA (Extending FEA BRM into initial Functional Knowledge Base) – Initial Security Architecture (Role basis for asset access and distribution) • Enterprise Architecture • BRM, PRM, DRM, SRM, and TRM for FEA-Conformant EA (Full EMM 3) – Full Security Architecture (Full Role-Based Access Controls) – Initial Vulnerability (Operation Value, Continuity, Risk) Modeling – Enterprise Portfolio Analysis – Initial Physical and Digital Asset Management – Enterprise Model and Value Chain Maturity – Functional Knowledge Base, and Guidance Inventory and Integration • Integrated Operational • Mature Operations Management Capability – Metadata Management for Enterprise Application Integration and Virtual Enterprise Database – Enterprise Portfolio Management (EMM 4) – Detailed Physical and Digital Asset Management – Vulnerability Management – Leverages EA for Performance Mgt, Configuration Mgt, Security Mgt, etc. – Continuously Updated Management Dashboards – Reference Architecture (Functional Maturity) Support – Semantic Models • Situational Awareness for Leaders and Workers • Real-time Enterprise – Fastest Decision and Response Cycles Management Capability – Command and Control – Dynamic Enterprise Intelligence, Operations, and Value-Lattice Visualization (EMM 5) – Enables Complex Change Management – Mature Culture – Enterprise Ontologies and Dynamic Knowledge Management 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 17 TranTech is prepared to support your organization and your contractors in applying the GEM methodology to your enterprise management operation and reporting requirements. What are EMM/GEM durations (for most Federal Departments/Agencies, State and Local Government Departments, and medium to large commercial organizations)? GEM operates in spiral management life cycles, with each subsequent cycle operating from the refined results of the previous cycle. A GEM/EMM Site Survey takes approximately 2 weeks. It provides the necessary information to establish the scale of the GEM/EMM effort, the technologies, methods, models, and notations currently in place, and the organizational context of the GEM/EMM effort to help establish the parameters for the Change Management (i.e., communication plan, etc.) process that runs in parallel with the GEM/EMM implementation activities. The Site Survey helps to determine the costs of the EMM efforts within the estimated timeframes below. EMM Level 1 services take approximately 2 months per system. Note that multiple Level 1 services within a single function would never yield the same benefit as a Level 2 service for that function. EMM Level 2 services take approximately 4 months. Note that multiple Level 2 services within a single enterprise would never yield the same benefit as a Level 3.3 service for that enterprise. EMM Level 3.1 – Initial Business Architecture services take approximately 3 months, yielding a portion of GEM functionality. EMM Level 3.2 – Full Business Architecture services take approximately 5 months, yielding a portion of GEM functionality. EMM Level 3.3 –Enterprise Architecture services take approximately 9 months, yielding a portion of GEM functionality with FEA and C4ISR/DoDAF conformance. EMM Level 4.1 – Operational Enterprise Architecture services take approximately 12 months, yielding a portion of GEM functionality. EMM Level 4.2 – Dynamic Enterprise Management services take approximately 15 months, yielding a portion of GEM functionality. EMM Level 5 – Intelligent Enterprise Management services take approximately 24 months, yielding the full GEM functionality. Who can benefit from EMM/GEM? Any organizational executive, manager, workforce members, singly or in groups, and their customers, suppliers, authorities, partners, and the relevant public constituency. What are the benefits of EMM/GEM? Shared and maintained knowledge based on common terminology, meaning, and understanding, as appropriate by the attained EMM Level. Increased operational capability, effectiveness, efficiency, adaptability, and responsiveness. What is the cost of EMM/GEM? Cost of infrastructure to support GEM (network, repository platform, repository software, client platform, client software, training on these, maintenance of these). Cost of initial and ongoing organizational and functional analysis. Cost of interfacing organizational and functional knowledge with legacy information systems, Web, Semantic Web, and Web Services. Where is EMM/GEM performed? GEM would operate using a technical platform distributed over the organization’s intranet, private networks, and Internet. When is EMM/GEM performed? GEM is performed continuously once begun, operating as a core process within its adopted organizations. What is the EMM/GEM frequency? An EMM Level, once reached, would require consistent use and maintenance to sustain its value and capability. GEM Use would be by your organization’s personnel and/or its TranTech support team. The EMM/GEM maintenance could be performed by TranTech and/or by your personnel trained in the EMM/GEM techniques and tools.
    • One World GEM Open Standard Technology Categories Information System Enterprise Management Focus: •CEO Software •COO Development •CFO Focus: •CHCO •Development IT Governance and Development Focus: IT Operations •CKO Managers •CFO Management Focus: •CIO •CIO •CIO •CIO •Functional Managers •CTO •CTO •CTO GEM’s Open Standard Model Driven Enterprise Management (MDEM) Repository GEM Intelligence Enterprise Open Standard Inventory, Software Process Architecture Stored in Open Standard Formats as Operational and Analytical Knowledge Knowledge Engineering Workflow Open Standard IT Structure and Data Model, Management Tools Metadata Knowledge Base Open Standard Business Application Model, Management, Process Integration and Business Rules Application Workflow Integration GEM-based Operations Management GEM-based Physical and Digital Asset Management GEM-based Security and Vulnerability Management Open Standard Object Repository Open Standard Object Model 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 18 The GEM Repository Structure, showing enterprise management, enterprise architecture, and IT operation management components.
    • One World EMM 3 – Extended Enterprise Architecture (EA) + Information System Enterprise Capability Documentation *** Enterprise Architecture is NOT about information technology. *** IT management benefits from EA, as does everyone in the enterprise, their customers, their partners,their authorities, their suppliers, and the public. (Italic Underlines show IT-Specific EA Elements, with drivers from OMB FEA, Clinger-Cohen Act, OMB A-130 and A11, Investment Budget, etc.) Enterprise Architecture Elements Results Controls Initial • Information for EA, System, and Functional Business Cases • Basis for Role-Based Access Control – RBAC to physical and digital assets Business • Information for Organization and Functions Management (e.g., Task Organization, Realignment, Business Architecture (IBA) Reorganization, Merger/Acquisition) Architecture (BA) • Information for Physical and Digital Asset Management (FEA BRM and PRM) Full Business • Information for Process Modeling and Management (Workflow and Asset Distribution) (DoDAF OV) • Information for Role-based Push/Pull of information for Situational Awareness and C2 Architecture (FBA) FEA and • Information for Knowledge Base DoDAF/C4ISR Conformant EA • Metadata and Data Management Data Architecture (DA) • Basis for Data Classification (Privacy, Confidentiality, Secrecy, Need to Know, etc.) (FEA DRM) (OV) • Capability Package (Business Component) Application Architecture (AA) • Basis for Physical and Digital Asset Access Rules and Methods (FEA SRM)(OV) Security Technology Architecture (TA) • Mechanisms for Asset Distribution and Access Control of Physical and Digital Assets Architecture (SA) (FISMA) (FEA TRM) (DoDAF TV) • Personnel Management Technology Enterprise • Information Management Technology (TV) Operation, • Funds Management Technology Asset, • Skills Management Technology Vulnerability, and • Materiel Management Technology Functional Technology Types Configuration –Equipment (e.g., vehicles, factories, IT hardware/software, furniture –Supplies (e.g., food, fuel, office supplies, IT supplies Management (DoDAF AV) • Facilities Management Technology • Services Management Technology –e.g., personnel services, cleaning services, IT services, food services Dynamic Executables Architecture (DoDAF Technology Development Certification & SV) Accreditation Functional Operations with Technology (FISMA) 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 19 GEM supports the development and maintenance of the enterprise architecture, and the enterprise intelligence and operations management functions that leverage that architecture. This slide illustrates that, of all of the elements of a full-scale enterprise architecture, only a few relate to information technology. The CIO typically has the lead in EA because IT has measurable economies and efficiencies to gain in satisfying business, legal, and regulatory requirements. But the lead can also come from a functional, program or project manager, or another executive such as the CTO, CKO, CHCO, CSO, CFO, COO, CEO, or President. However, the enterprise executive with the authority to implement the full enterprise architecture, operational enterprise architecture, and intelligent-enterprise management is usually the organization CEO, President, Director, or Commanding General, as an Executive Management Agenda initiative. GEM extends the early “business systems planning/information strategy planning” (BSP/ISP) of IBM’s Dewey Walker, the later 1987 Enterprise Architecture Framework of IBM’s John Zachman, and the later 1992 Enterprise Architecture Planning methodology of Steven Spewak. While BSP/ISP, Zachman Framework, and Spewak methodology are highly useful and parallel, and can substitute for, much of the initial phases of the GEM approach, they provide only a subset of the capabilities provided by GEM. Part of this is because of the basic model applied by these earlier EA efforts and by GEM. The early efforts are patterned on a “relational” or “matrix” model, while GEM is patterned on an “object” model, which has the inherent capability of working with more “dimensions” of information than the relational model. The organizations which have used BSP/ISP, Zachman Framework (or its derivatives of FEA/FEAF/TEAF, DoDAF/C4ISR, CADM, DIAD, TOGAF, NASCIO, etc.), or the Spewak Methodology (for pursuing the initial elements of the Zachman Framework) can apply the results of those efforts directly to the GEM implementation to shorten GEM implementation time.
    • One World EMM 4/5 – GEM Enables the Executive Agenda Information System GEM Repository (MDEM Technology) Executive Agenda Multiple Input • Missions • Objectives eGov And Output • Visions • Strategies Concepts Initiative Formats • Goals • Plans Drive OMB FEA • Performance Results Which Initiatives •PRM • Reusable Component Management Drive and Goals •BRM • Business Drivers (Value Chain) Programs • Technology Drivers (Value Chain) •DRM •SRM • Relationship Drivers (Value Chain) Agency • Enterprise Architecture •TRM Enterprise Agency EA • AIS Design, Test Plans, Test Data Which Drive Management •PRM Extension • Metadata and Data Management Compliance (EM) • Physical and Digital Assets •BRM Extension • User Identity and Asset Access Rights •DRM Extension Enterprise • Portfolio Management GEM Results Model Relating •SRM Extension • Configuration Management • Single repository for integrating and sharing Enterprise and •TRM Extension Intelligence for Operations Functional Missions •FISMA SA • Traceability of Capability Architecture, Development, and Operation costs to Functional Capability Executive Management Agenda and Reference (Component, System) Enterprise and Functional Missions Architecture Architecture and Methodology Specifications supporting Federal Enterprise Architecture (FEA) Functional • eGov = 24 Current eGovernment Initiatives Requirements • PRM = Performance Reference Model Capability And • BRM = Business Reference Model Development • DRM = Data Reference Model Priorities Capability • SRM = Service Component (e.g., Application) Reference Model Approved Operation and • TRM = Technical Reference Model Designs Maintenance • FISMA = Federal Information Security Management Act • SA = Security Architecture Deployed • MDEM = Model Driven Enterprise Management Components (Reality) GEM enables a smooth flow, with accountability, from concept to reality. 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 20 This diagram illustrates the GEM repository, from a US Government perspective, as the mechanism for connecting business drivers, enterprise management, IT management, and IT components/assets. It can do the same for management of any category of assets.
    • One World GEM™ and EMM™ Benefits Information System GEM/EMM Characteristics Benefit/Value • GEM provides an approach to implementing • Overcomes historical tendency to view full enterprise management agendas, by and operate enterprise in a fragmented performing: way: – enterprise operations (EO) applying – non-aligned – sub-optimized an… – non-integrated – non-accountable – enterprise architecture (EA) using… – managed enterprise intelligence (EI) • GEM applies: • Technology has now evolved to the point where holistic views can be economically – open-standard supported and applied, yielding broad- – model driven reaching and deep situational awareness – enterprise management (MDEM)… for leaders and workers technologies to support such activities as Enterprise Architecture • EMM provides a: • Each phase of GEM implementation – value-producing increases the organization’s functional – phased … process maturity GEM implementation process for maturing • Enhances organization’s ability to achieve the full collection of enterprise capabilities higher CMMI and ISO 9000 levels of process maturity and quality 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 21 GEM helps the organization achieve the goals of eBusiness/eCommerce/eGovernment and Real Time Enterprise (RTE). It does this by encompassing and moving beyond, in simple and economical steps, the capabilities provided by partial and typically-isolated approaches such as Enterprise Architecture, CMM/CMMI, ISO 9000, Business Process Reengineering, Total Quality Management, Knowledge Management, Performance Management, Management by Objectives, Balanced Scorecard, Strategic Management, Portfolio Management, Continuity Management, Realignment/Reengineering/Merging, Relocation, Supply-Chain Management, etc.
    • Our Preferred Teaming Partner’s (TranTech) Contract One World Information Vehicles System Credit Contract Name Contract Number Small Business 8(a) DISA Encore DCA200-02-D-5012 IT Solutions GSA Schedule, Group 70 GS-35F-4382G IT Services GSA Schedule, Group 36 GS-25F-0014N Network Connectivity GSA FAST GS00K97AFD2196 Federal Acquisition Services for Technology Department of Commerce 50-CMAA-9-00067 Commerce IT Solutions (COMMITS) DoT VANITS DTTS59-00-D-00614 Niche 1: Business Intelligence Services DoT VANITS DTTS59-00-D-00796 Niche 7: Transition/Migration/Remediation 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 22 We are seeking service arrangements and/or teaming with those who can use GEM in their current endeavors, and is seeking out those who can support the GEM spiral life cycle, in whole or in part, with their integratable MDA/MDEM technologies. Vendors and service contractors that want to include GEM in their proposals can also bring their government business opportunities to TranTech and they can help government prospects and clients gain contractual access to you and GEM through these contract vehicles.
    • One World Contact Information System Roy Roebuck (703) 598-2351 roy@one-world-is.com One World Information System 10675 Myrtle Oak Court Burke, VA 22015 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 23 GEM Training and Documentation Structure (Digital and Paper Books and Presentations available). 1. GEM Concept. Executive Overview (Available in this Public Release Document). What are GEM and EMM and why are they valuable? Technical Overview (Available in a Public Release Document). What are the costs of GEM via EMM? (Roughly identified in this Public Release Document, specifically identified in coordination with your organization). How does the GEM process work? # 2. GEM Procedures #@ How GEM works, as a detailed methodology. 3. Standards/Technology Supporting GEM. # 4. Products Supporting GEM. # 5. GEM Implementation Project Plan Samples. # 6. GEM Solution Scenarios. # #Available with a Non-Disclosure Agreement (NDA) or GEM License. @ Sold as part of a OWIS Service Contract.
    • One World Information System Technical Overview (Publicly Releasable) 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 24 The subsequent diagrams go into greater conceptual and technical depth.
    • One World GEM Glossary Information System • Enterprise: A purposeful (i.e., goal seeking) endeavor. In the case of GEM, the purpose is management of any endeavor, at any scale, from individual to universal. • Capability: A talent or ability that has potential for development, deployment, and use/reuse. • Model: A schematic description of a system, theory, or phenomenon that accounts for its known or inferred properties and may be used for further study of its characteristics • General: Concerned with, applicable to, or affecting the whole or every member of a class or category. Generalization is the basis for integration, interoperability, negotiation, and resource sharing. • Management: The purposeful resolution of complexity, inconsistency, and chaos in science, society, and perception into a dynamic system of controlled order. For GEM, the system to which all things are resolved within the enterprise is a single distributed information system, which provides managed intelligence for all endeavor operations. Regarding Management, when an enterprise decision maker (i.e., anyone) determines where they are in their endeavor, where they want to go (i.e., the goals), how they're going to get there (i.e., the strategy), and subsequently adjusts their strategy’s resource, pace and path, and if necessary, their goals to achieve success in their endeavor, then they are performing the management process - resolving complexity into a controlled order. • Intelligence: The totality of sensed and recorded concepts and relationships, supporting decisions in response to changes in monitored situations. From psychology – intelligence is the general mental ability involved in calculating, reasoning, perceiving relationships and analogies, learning quickly, storing and retrieving information, using language fluently, classifying, generalizing, and adjusting to new situations. Also from psychology – intelligence is the totality of mental processes involved in adapting to the environment. GEM, through its design, procedures, and supporting technologies, extends these definitions and capabilities of individual intelligence to encompass groups and organizations. GEM enables inter-personal, group, inter-group, and community intelligence. • Operation: An instance of purposeful activity. An active functional capability. • Architecture: The orderly arrangement of parts. The arrangement of structural components and their interfaces, and the description and diagramming of this arrangement. 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 25 Here are the “common terms” underlying GEM.
    • GEM Start Point: An Enterprise is Treated As A Single One World Information Object In a Dynamic Environment System ENVIRONMENT Opportunity and Competition ENTERPRISE (Organization) (Organism) (Organ) (Object) Enterprise 3 Enterprise 2 Strength and Weakness Enterprise 1 METABOLIC ACTION ON RESOURCES (TRIGGER, INPUT, CONTROL, OUTPUT, MECHANISM) 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 26 This model emphasizes the “unitary” or holistic viewpoint present in the GEM approach. Using GEM, all enterprise efforts start from a unitary, rather than a fragmented, perspective. This diagram illustrates that an enterprise of any scope can be considered an object, a single dynamic subsystem, within a larger dynamic system, its environment, and thus its “cause and effect” value-chain. The enterprise subsystem, in turn, is seen as comprised of large numbers of interoperating components. One way of looking at this is to ask the question: How many things are there? The answer will probably be either quot;an infinite numberquot; or quot;onequot;. One thing, with its various interdependent components, is easier to understand and manage that millions of separate things requiring “integration and interoperability”. Using this perspective, management of an enterprise can follow widely applied concepts of object management. Object management, and thus enterprise management, takes an inherently “engineered” approach, and thus this approach is an extended form of Enterprise Engineering.
    • One World Understanding the Value of GEM and MDEM Information System GEM, implemented using Environment (Value Chain) MDEM technologies, provides an Information System to manage Intelligence about Enterprise (Operations) enterprise Resources and their relationships, as an Enterprise Architecture, within an Enterprise Model Model, within the Enterprise mission operations, within the Architecture larger enterprise Value Chain. Resources Intelligence Information System 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 27 GEM and MDEM provide the “big picture” view for all enterprise activities.
    • GEM Methodology Cycle “Tree” Analogy in relation to FEA and One World Information DoDAF/C4ISR Elements System EMM1-Functional Products System Products (Templates and Instances) (Templates and Instances) EMM2-Functional Operations Systems Functional Systems DoDAF System View EMM2-Functional Security Management (FISMA) Operations (Rules) EMM3-Infrastructure Infrastructure EMM3-Full Technical Architecture DoDAF Technical Functional (FEA TRM) View Security Architecture Reference Architecture Application Architecture (FEA SRM) (FISMA SA) Data Architecture (FEA DRM) EMM3-Functional Guidance Business Architecture DoDAF Operational and Intelligence (FEA BRM and PRM) View GEM Approach GEM Approach GEM Approach To EA via EMM To EA (e.g., Zachman, FEAF, To DoDAF/C4ISR FEA, TOGAF, Spewak, etc.) GEM Functional Capability Spiral Life Cycle (Spiral yields EMM4 and 5) 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 28 GEM operates from the principle of a “spiral life cycle”, also known as a “closed loop system”. The results of one cycle are fed into the next cycle, providing part of the basis for adjusting that subsequent cycle. In GEM, management information products, such as reports, documents, data, etc., are “recycled” by the enterprise to refine its intelligence about its internal operations and arrangements, and about its larger environment and value chain. Because GEM is “generalized”, it can be applied to perform specific operations, such as enterprise architecture in all its varieties.
    • GEM Methodology in relation to Other EA and Management One World Information Approaches (Technical Detail) As of: 8/21/2003 Yes Partial No System Supports GEM Rough Mapping of GEM Spiral Life Cycle Activites to Other Notable Frameworks, Methodologies, and Life Cycles Defense Management Engineering Balanced Scorecard [PMA - Human Spewak Enterprise [PMA - Human Capital, Competitive Capital, Competitive Sourcing (A76), GEM Enterprise Management Methodology Activities, Zachman IT Framework Architecture Planning (EAP) CIO Council FEAF Sourcing (A76), Financial Financial Improvement, Using Model Driven Enterprise Management (MDEM) Perspectives (1987-99) [PMA Methodology (1992) [PMA - OpenGroup TOGAF8 (1995) CMM, CMMI, ISO 9000 (1998) [PMA - OMB FEA (2002) OMG MDA Improvement, Budget/Performance Budget/Performance Integration, Technologies - eGov] eGov] [PMA - eGov] DoDAF / C4ISR (1996) [PMA - eGov] Mapping [PMA - eGov] eGov] [PMA - eGov] [PMA - eGov] Integration] eGov] 1. Enterprise Concurrent Capability Intelligence NA NA NA NA NA NA NA NA NA NA 1.1 Enterprise Functional Capability Inventory Partial via Multiple Abstractions Prelimary Business Model NA Partial via OV Partial NA Partial via BRM NA Partial via Doctrine, and Skill and NA Equipment Standardization 1.1.1 Functional Knowledge Bases NA NA NA NA NA NA NA NA Partial via Global Information Grid NA 1.2 GEM Intelligence Base NA NA NA NA NA NA NA NA Partial via Global Information Grid NA 1.2.1 Enterprise Architecture NA NA NA NA 1.2.1.1. Enterprise Initial Business Architecture Partial via Scope Partial via Prelimary Business Partial via Scope OV Partial Partial via Scope Partial via BRM Partial via CIM Partial via Defense, Department, Agency, NA (Ballpark/Concept) Perspective Model and Enterprise Survey (Ballpark/Concept) (Ballpark/Concept) Command Organization and Functions Perspective Perspective 1.2.1.1.1 Business Security Architecture NA NA NA NA NA NA NA NA NA NA 1.2.1.2 Enterprise Full Business Architecture Partial via Business Model Partial via Systems and Partial via Business Model OV/TV Partial Partial NA Partial via CIM Partial via Combat Development, Force NA (Owner) Perspective Technology Architecture (Owner) Perspective Structure Development, Manpower/Equjipment Management 1.2.1.2.1 Business Security Architecture NA NA NA NA NA NA NA NA NA NA 1.2.1.3 Data Architecture Partial via Data Abstraction Partial via Data Architecture Partial via DA Partial via OV and TV, with DoD JTA and NA Partial via DA Partial via DRM NA Partial via SHADE NA TRM 1.2.1.3.1 Data Security Architecture NA NA NA NA NA NA NA NA NA NA 1.2.1.4 Application Architecture Partial via Function Abstraction Partial via Applications Partial via AA Partial via OV and TV, with DoD JTA and NA Partial via AA Partial via SRM NA Partial via COE NA Architecture TRM 1.2.1.4.1 Application Security Architecture NA NA NA NA NA NA NA NA NA NA 1.2.1.5 Technology Architecture Partial via Network Abstraction Partial via Technology Partial via TA Partial via OV and TV, with DoD JTA and NA Partial via TA Partial via TRM NA Partial via JTA and TRM NA Architecture TRM Each Row to the left 1.2.1.5.1 Technical Security Architecture Partial via Network Abstraction NA NA NA NA NA NA NA NA NA represents a phase of a and Detailed / Out of Context common quot;Executivequot; Perspective capability for Enterprise, 1.3. Enterprise Role-based Asset Distribution and Access Control NA NA NA NA NA NA NA NA NA NA Function, Program, and 2. Enterprise Concurrent Capability Operations NA NA NA Partial via OV and SV NA NA Partial via PRM NA NA NA Project Management. 2.1 Aligned Enterprise and Functional Missions (Executive Function) Partial via Scope NA NA Yes, via Joint Planning and Doctrine NA NA Partial via PRM NA Partial via PPBS Partial Note that no (Ballpark/Concept) Perspective methodologies other than GEM provide full coverage of the 2.1.1 Aligned Enterprise and Functional Visions of Perfect Performance Partial via Multiple Abstractions NA NA Yes, via Joint Planning and Doctrine NA NA Partial via PRM NA Partial via PPBS, Joint Vision, and GPRA Partial enterprise management dual spiral life cycle 2.1.1.1 Integrated Measurable Goals NA NA NA Yes, via Joint Planning and Doctrine NA NA Partial via PRM NA Partial via PPBS, Joint Vision, and GPRA Partial operations and intelligence process. This causes ineffective 2.1.1.1.1 Integrated Attainable Objectives NA NA NA Yes, via Joint Planning and Doctrine NA NA Partial via PRM NA Partial via PPBS, Joint Vision, and GPRA Partial and inefficient activities in the other frameworks, 2.1.1.1.1.1 Integrated Concurrent Operation Strategies NA NA NA Partial via OV/Doctrine and SV NA NA Partial via PRM NA Partial via PPBS, Joint Vision, and GPRA NA methodologies, and life cycles in comparison to 2.1.1.1.1.1.1 Strategy Initiative/Project Management NA Partial via Implementation Plan NA Partial via SV Partial NA Partial via PRM NA Partial via PPBS and ITMRA/Clinger- NA GEM Cohen Act 2.1.1.1.1.1.1.1 Preliminary Design of Capability and Security Partial via System Model NA NA Partial via combined System Partial NA NA Partial via PIM Partial via PPBS and ITMRA/Clinger- NA (Designer) Perspective Engineering, Software Engineering, and XMI Cohen Act DITSCAP, and RMA standards 2.1.1.1.1.1.1.2 Detail Design of Functional Capability and Security Partial via Technology Model NA NA Partial via combined System Partial NA NA Partial via PSM Partial via PPBS and ITMRA/Clinger- NA (Builder) Perspective Engineering, Software Engineering, and XMI Cohen Act DITSCAP, and RMA standards 2.1.1.1.1.1.1.3 Capability System Implementation Plans Partial via Technology Model NA NA Partial via combined System Partial NA NA Partial via PSM Partial via PPBS and ITMRA/Clinger- NA (Builder) Perspective Engineering, Software Engineering, and SPEM Cohen Act DITSCAP, and RMA standards 2.1.1.1.1.1.1.4 Capability Component Implementation Plans Partial via Detailed NA NA Partial via combined System Partial NA NA Partial via Partial via PPBS and ITMRA/Clinger- NA Representation (Out of Context Engineering, Software Engineering, SPEM and Cohen Act / Component) Perspective DITSCAP, and RMA standards Model-driven code 2.1.1.1.1.1.2 Strategy Recurring Operations Management Partial via Functioning NA NA Partial via OV and SV Partial NA Partial via PRM NA Partial via PPBS, Joint Vision, and GPRA NA Enterprise Perspective 2.1.1.1.1.1.2.1 Capability Operation and Maintenance Partial via Functioning NA NA Partial via OV and SV Partial NA NA NA Partial via PPBS, Joint Vision, and GPRA NA Enterprise Perspective 2.1.1.1.1.1.2.1.1 Operational Intelligence Input and Processing (Operational NA NA NA NA Partial via Mature Conduct of NA NA NA NA NA Data Processing) Process 2.1.1.1.1.1.2.1.2 Operational Intelligence Analysis and Reporting (Business NA NA NA NA Partial via QA of Process NA NA Supports via NA NA Intelligence) CWM 2.1.1.1.1.2 Integrated Concurrent Operation Performance Review NA NA NA Partial via OV/Doctrine and SV Partial NA Partial via PRM NA Partial via GPRA NA 2.1.1.1.1.3 Integrated Concurrent Operation Performance Assessment NA NA NA Partial via OV/Doctrine and SV Partial NA Partial via PRM NA Partial via GPRA NA 2.1.1.1.2 Integrated Concurrent Value-Chain Assessment NA NA NA Yes, via Joint Planning and Doctrine NA NA Partial via PRM NA Partial via Joint Vision NA 2.1.1.1.3 Integrated Concurrent Vulnerability (Strength, Weakness, NA NA NA Yes, via Joint Planning and Doctrine NA NA Partial via PRM NA Partial via Joint Vision NA Opportunity, Threat, Risk) Assessment Each column above represents $Billions of services/labor/materiel expense for fragmented, partial, and suboptimal results in enterprise management, improvement, engineering, security, and situational awareness. When an enterprise follows the GEM methodology life cycle shown at the left, it can accomplish all that these more fragmented approaches can attain, but with more integration, less cost, more responsiveness, and more accountability. 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 29 GEM operates from the principle of a “spiral life cycle”, also known as a “closed loop system”. The results of one cycle are fed into the next cycle, providing part of the basis for adjusting that subsequent cycle. In GEM, management information products, such as reports, documents, data, etc., are “recycled” by the enterprise to refine its intelligence about its internal operations and arrangements, and about its larger environment and value chain. Because GEM is “generalized”, it can be applied to perform specific operations, such as enterprise architecture in all its varieties. Each column to the right of the GEM methodology dual-spiral life cycle management outline above represents $Billions of services/labor/materiel expense for fragmented, partial, and suboptimal results in enterprise management, improvement, engineering, security, and situational awareness. When an enterprise follows the GEM methodology life cycle shown at the left, it can achieve all that these more fragmented approaches can attain, and much more, but with more integration, less cost, more responsiveness, and more accountability. All of the products, capabilities, maturity, quality, consistency, etc. that these varied approaches seek to deliver to the enterprise can be provided through implementation of the one GEM process. Each Row of the diagram above represents a phase of a common quot;Executivequot; capability for Enterprise, Function, Program, and Project Management, expressed as the GEM methodology dual-spiral life cycle. Note that no methodologies other than GEM provide full coverage of this complete enterprise management process. This causes ineffective and inefficient activities in the other frameworks, methodologies, and life cycles in comparison to GEM. GEM seems to be a BIG process, and yet is actually quite small, consistent and understandable in design. It is BIG in operation, but small in structure, considering all that it delivers through the use of modern open-standard technology as open-source and/or commercial products. Because of the multi-functional breadth of GEM and its technical functional depth, it is often recognizable in part, but not always as a whole. It can be recognized by different people as strategic management, functional/program management, project management, knowledge management, resource management, security management, business intelligence, customer relations management, supply chain management, system/software engineering management, etc. GEM is all of these things, packaged together as a single whole-enterprise management process, which can also serve as the design for a whole-enterprise management system. The variety of management concepts, technology concepts, and technologies supporting GEM implementation has recently reached common awareness (e.g., hyperlinks, object models, value-chains, enterprise architecture, process/capability maturity). The technology to support whole-enterprise management with GEM are now based on open standards, and GEM can be economically and quickly implemented in a variety of ways with combinations of open-source and commercial products.
    • Requirements Management Forms the Root of One World Information Enterprise Architecture and Functional Capability System 4 Architecture Functional Segment Matrix 5. Customer Satisfaction (Architectural Relations) 5. Marketing Function 5.. Personnel Function 5. Logistics Function 5. Facilities Function 5. Functional Satisfaction 5. Finance Function 5. Other Business Business Architecture 5. Functional Operation Data Performance Function Architecture Application 5. Functional Architecture 5. Business Information Products Requirements Technology Architecture 4. Functional Systems 4. IT Functional Foundation (Hardware, Software, Migration Plan Baseline Architecture Target Architecture Technical Reference Model 5. Business 4. Infrastructure Services) Case, (e.g., US Federal Enterprise 4. Capability Provisioning Architecture Framework – Technology, (e.g., Components) FEAF, and The Open Group Standards, Architecture Framework – R&D 4. Architectures TOGAF) 3. Requirements Management As Is To Be Path Rules/Resources 3. SEI Capability Maturity 3. Process Management (Workflow) Model (CMMI) (IT Focus) How We’ll Get There Where We Are Where We’re Going 2. Business Function Plans 2. Enterprise Reference Architecture and Methodology 2. Strategic/Mission Management (ISO 15704) 1. Enterprise Modeling (ISO 1. Enterprise Context Inventory 14258) 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 30 This figure illustrates one view of an organization’s value chain. The tree represents the organization, with the roots drawing what’s needed from the supplier environment, and providing its products (goods and services) to the customer environment, in order for the tree to survive and thrive.
    • GEM Spiral Life Cycle Support for Standards, Regulations, and One World Information Legislation System Role-Based Asset Distribution and Access Control 5. Strength, Weakness 5. Customer Satisfaction 5. Marketing Function 5.. Personnel Function Opportunity, Threat GPRA 5. Facilities Function 5. Logistics Function 5. Functional Satisfaction 5. Finance Function 5. Other Business 5. Functional Operation 5. Business Requirements Performance System Requirement Specifications Function 5. Functional ITMRA/Clinger-Cohen Act 5. Business Case, Information Products Technology, Standards, R&D 4. Functional Systems 4. Infrastructure 4. Capability Provisioning 4. IT Functional Foundation Role-Based Access Permissions Zachman, FEA, TOGAF EA 4. Architecture Service Level Agreements (Hardware, Software, Services) 3. Requirements Management Resource Management DoDAF/C4ISR EA 3. SEI Capability Maturity 3. Process Management (Workflow) Model (CMMI) (IT Focus) 2. Business Function Plans 2. Enterprise Reference GPRA Architecture and Methodology 2. Strategic Management (ISO 15704) 1. Enterprise Context Inventory 1. Enterprise Modeling (ISO 14258) 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 31 This figure illustrates the life cycle of enterprise management information resources. An enterprise model, showing the inventory of managed objects within the enterprise, provides a mapping for subsequent management activity. By building a management capability from an enterprise model, you gain the ability to manage the context of the enterprise as a whole. This provides the mechanism for situational awareness, knowledge-based activities, and process (supply chain, value chain) optimization.
    • One World Enterprise Management Maturity (EMM)™ Overview Information System EMM™ Level Description View Relevant Methods Operational Benefit EMM 1. System •Bottom-up EA during •IT view (CIO/CTO) •IBM Patterns •Better IT component design and reuse Architectures System engineering or •EA Built Up from •Implements Partial GEM 4 •Partial EA by Aggregating System Architectures subsequent review Systems and •System Maturity •OMB Exhibit 300 and Software Level (via IT Services) Clinger-Cohen Act (CCA) •System Investment Analysis (ROI, Business Case) for System EMM 2. Functional •Functional modeling & •CIO and Functional •IBM EA •Functional Knowledge Base Architectures capital planning Management View •Implements Partial GEM 4 •Functional Role-based access control (RBAC) definition •FEA BRM, DRM, SRM, and •Functional •Full Business Architecture by aggregating Functional TRM; DODAF; TOGAF 8; references, data etc. Architectures processes, •Functional Maturity •OMB Exhibit 300 and (via EA Services) technology •CCA for Function •Functional Investment Analysis (ROI, Business Case) EMM 3. Enterprise •Physical and digital •Executive •OMB FEAMS/ITIPS •Enterprise model and Value-chain Maturity Architecture asset categorization, Management View •Navy DIADS •Enterprise Knowledge relationships, and (CEO / COO / CFO / •GEM 2 = Initial Business Architecture •Asset management inventory CIO / CKO) (IBA) (EMM 3.1) •Enterprise Portfolio Analysis •FEA PRM •GEM 3 = Full Business Architecture •Security architecture •FISMA/GISRA (FBA) (EMM 3.2) •Reference Inventory •OMB Exhibit 300 and CCA (via EA Services) for Enterprise •GEM 4 = Full EA (EMM 3.3) •EA (Zachman, DoDAF/C4ISR, BAH, Meta, Spewak, etc.) EMM 4. Enterprise •Object oriented •Management View •GEM 5 = Operational EA (EMM 4.1) •Leverages EA for Performance management, Configuration Operational repository linking all (CEO / COO / CFO / •GEM 6 = Dynamic EM (EMM 4.2) management, Security management, etc. Management enterprise operations CKO) •Equivalent to integrating the Force •Reference Architecture (Functional Maturity) Support •CMMI •Integrated Structure Development, Force •Enterprise Portfolio Management •ISO 9000 Enterprise Modernization, Combat Development, and •Continuously updated management dashboards (via EM Services) •GPRA Operations Management Engineering Processes of •Mature Operations, Semantic Models. the U.S. Military, thus Operationalizing C4ISR. EMM 5. Real-Time •Agent-based situational •Management View GEM 7 = Real Time-Enterprise •Real Time Enterprise (RTE), Dynamic Enterprise Intelligence, Enterprise Management awareness, for command (CEO / COO / CFO / Management Operations, and Value-Lattice Visualization & control CKO) •Enables change management (via EM Services) •GPEA •Enterprise Ontologies and knowledge management •Mature Culture EMM Process Provides Escalating Levels of GEM™ Support 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 32 Here is a explanation of TranTech’s five EMM levels for deploying the capabilities enabled by the General Enterprise Management (GEM) methodology. Level 1 provides a detailed procedure and templates, based on the GEM methodology, to define or determine the high level architecture of a system, which in the process builds a small slice of the functional architecture, itself a small slice of the enterprise architecture. It supports the business case for the system. It supports a bottom-up approach to EA. Level 2 provides a detailed procedure and templates, based on the GEM methodology, to define the functional architecture and knowledge, including that of the function’s systems, which provides a small slice of the enterprise architecture. It supports the business case for the function. It supports a bottom-up approach to EA. Level 3 provides a detailed procedure and templates, based on the GEM methodology, to define a static definition of the enterprise architecture and knowledge, sufficient to generate subsequent management reports and capital investment requests. It supports a top-down approach to EA. It is quickly outdated unless repeated continuously. Level 4 provides an automated system, based on the GEM methodology, to define and dynamically maintain the enterprise architecture and intelligence, sufficient for linking and integrating functional operations and systems. It supports a top-down approach to enterprise operations. Level 5 provides an automated system implementing the GEM methodology, to define and dynamically maintain an enterprise model and intelligence, sufficient to enable agent-based, real time, situational awareness and operational command and control. It supports a top-down intelligence-management approach to enterprise operations.
    • One World GEM™, Your Tools, and MDEM™ Information System Application Development and Data Modeling Tools Software Design Repository IT Management Tools MDEM Repository IT Repository Resource Management Resource Tools Repository GEM Methodology Metadata Repository Metadata and Data Management Tools Knowledge Repository Knowledge Management Tools Why MDEM? Using modern open-standard technology, MDEM can provide enterprise users with the effectively and efficiently-managed intelligence needed to conduct and improve operational activities, reduce costs, and reduce the latency of decisions. 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 33 The GEM methodology, in conjunction with a robust open-standard mechanism to collect and relate data from a variety of tools, provides MDEM. GEM is vendor neutral, although specific technical capabilities applied in the GEM implementation and subsequent operations are provided by a limited number of technology vendors.
    • GEM Functional Operation Benefits: Complete, Efficient, One World Information and Integrated Conduct of …. System Capital (S) Facilities (S) IT (Physical (E) Change (E) Command (E) Configuration Investment (Physcial Asset) and Digital Management and Control (Physical and (Portfolio) Management Asset) (FEA) Digital Asset) Funds Management Management (FEA) (S) Financial (Fiscal (FEA) Operations and Asset) Management Maintenance (FEA PRM) (E) Requirements Funds Management (FEA) (E) Strategic (S) System and Software Business Disaster Management for Engineering (Physical Architecture Recovery Balanced Enterprise, Function, and Digital Asset) (FEA BRM and Scorecard Program, Project, or Operations Management (FEA) PRM) Individual (FEA PRM, Management of GPRA) Executive (E) , Disaster Data Production (P) , Prevention (P) Your Architecture (E) Relationship and Support (S) Contingency Mission (FEA DRM) Management (Value-Chain) Functions Management Functions Continuity of Applications Operations (E) Enterprise Architecture (S) Human Architecture (FEA) (FEA SRM) Business Resource Management Technology Planning (E) Security Risk Architecture Management Management (E) Program and (FEA TRM) (GISRA) Project Management (E) Situational (S) Logistics (E) Knowledge (S) Services Security (FEA PRM, Awareness (Physical Asset) Management Management Architecture GPRA) Management Management (FEA BRM) GEM supports functional, regional, line-of-business (e.g., product) and other forms of enterprise organization, providing cross-cutting information for all. 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 34 EA is another view of enterprise operations, providing a “map” to the enterprise “terrain”. Functional operations are views (i.e., configurable subsets) of the enterprise operation. GEM methodology can be applied to support any function and/or all functions. GEM methodology implementation can start from the top of the enterprise operation, represented by the center block, or can start from one of the many outer functional blocks, moving inward to the center and then outward into other functions as time, money, and priorities require. Each operational block provides useful content and context that is largely reusable, as common data and service components, by the other operations.
    • One World GEM Deliverables Include EA Products Information System Stage 1 Stage 2 Stage 3 Stage 4 1-1 1-2 1-3 1-4 1-5 1-6 1-7 GEM Intelligence Classes Location to Location to Location to Location to Location to Location to Location to 1. Location Location Organization Organization Function Process Resource Resource 2. Organization Unit (ICOM) Life Cycle Subject Distribution Mapping 3. Organization Unit Quantities 4. Function (Operation Capability) and Qualities (Context/Metadata) 5. Process (RLCQQ) 6. Resource 2-2 2-3 2-4 2-5 2-6 2-7 7. Requirement Organization Organization Organization Organization Organization Organization Class to to to Function to Process to Resource to RLCQQ Organization Organization (ICOM) Associations Unit 3-3 3-4 3-5 3-6 3-7 Organization Organization Organization Organization Organization Subject Composition Mapping Unit to Unit to Unit to Unit to Unit to (Content/Data) Organization Function Process Resource RLCQQ Unit Stage 1 Example Deliverables (Used in TranTech ECM 1, 2, 3, 4, and 5) -- Enterprise Model (ISO 14258) -- Mission Management/Balanced Scorecard 4-4 4-5 4-6 4-7 -- Enterprise Architecture (EA) Business Reference Model (BRM) Function to Function to Function to Function to -- Security Architecture (Functional Role-Based Access Control (RBAC) as foundation for Authentication and Authorization, i.e., for -- Function Process Resource RLCQQ -- Single Sign-On (SSO) to Resources -- Government Performance and Results Act (GPRA) Support -- Organization, Missions, Functions, and Policy Directory -- Function Distribution/Location (Job/Office/Manager/Location) Stage 2. Example Deliverables (Used in TranTech ECM 1,2,3,4, and 5) 5-5 5-6 5-7 -- Reference Architecture (ISO 15704) of Policies, Processes, Procedures, Templates, Web Services, Standards, Tools, Data, Metadata, Schema, Metaschema, Process to Process to Process to Models, and Metamodels for EA, CMM, CMMI, ISO 9000, IDEF, UML, XMI, CWM, ORM, OWL, MPEG/RL, etc.) Process Resource RLCQQ -- Security Architecture (Refined Process RBAC, Data Classification, Access Rules and Methods, Digital and Physical Rights Management) -- EA Data/Information Reference Model (DRM) and Application/Service-Component Reference Model (SRM) -- Stakeholder Responsibility and Authority (Coordination/Collaboration Links) -- Activity Distribution/Location (Function/Billet/Office/Manager/Location) Stage 3 Example Deliverables (Used in TranTech ECM 1,2, 3, 4, and 5) 6-6 6-7 -- EA SRM Refinement Resource to Resource to -- EA Technical Reference Model (TRM) Resource RLCQQ -- Integrated MIS, Workflow, Business Rule, Data, Value-Chain, EDI, and Web Services Model -- Supplier/Customer Value Chain from Raw Material to Final Disposal (Product Flow, To Customers and From Suppliers) -- Security Architecture (Access Mechanisms and Provisioning, including Single Sign-On (SSO), based on User Identity and Role (RBAC) -- Duty Assignment and Training Requirements (Position/Person Knowledge, Skills, and Abilities Correlation) Stage 4 Example Deliverables (Used in TranTech ECM 3, 4, and 5) 7-7 -- Enterprise Program and Project Resource Requirements Life Cycle Management (Plan, Program, Budget, Execute, Assess, Review) RLCQQ to -- Financial Analysis (Investment Portfolio Management (Clinger-Cohen Act (CCA) Compliance, Activity Based Costing, Functional Economic Analysis, Business Case, ROI) RLCQQ -- EA Performance Reference Model (PRM) -- Security Architecture (Resource Accountability) -- Transactional Context for Billing (Fee for Service) Enterprise and Functional (e.g., IT) Architecture -- Performance Results, Review, and Assessment Stage 5 Example Deliverables (Used in TranTech ECM 4, and 5) Resource -- Enterprise Integrated Operations Management and Requirement Management Stage 6 Example Deliverables (Used in TranTech ECM 5) -- Enterprise Dynamic Intelligence and Operations Management Mission (Function, Program, Project) Management 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 35 The procedure for building and refining the GEM content and context takes place in distinct stages. Each stage results in delivered products that have significant benefit to the enterprise and its teams/offices/members. If carried to its final stage, the GEM provides the equivalent of an intelligent organization, having full and dynamic situational intelligence to enable command and control of enterprise operations. The resultant intelligent organization possesses highly valued capabilities and capacity. GEM can provide this increasingly greater capability and capacity at a fraction of the cost, in a fraction of the time, of any other approach. The key to success with GEM is the seeing the enterprise as a single system in its environment. The matrix of capabilities shown here would result from applying the GEM methodology. Using the technology that fits the organization’s environment to collect, store, and process GEM intelligence. This intelligence would serve as an adaptive and maintained model showing the composition and required distribution of any subject of interest to the enterprise. As a result of applying the GEM methodology, any person within the organization could view direct and indirect functions, activities, resources and requirements associated with their position. From a security perspective, the executable model would actively limit access to those physical and digital resources and activities which authorities associate with a person or position. Resource and Process authorities would give individuals and groups permanent or ad-hoc access to their assets based on an approved requirement. In other words, this GEM context matrix serves as the quot;interest profilequot; of the entire aggregated membership of the enterprise. The hierarchical GEM categories arranges the objects of interest. The context matrix would then serve as the framework for informing, involving, and coordinating the members when their subjects of interest, whether internal or external to the enterprise, are going through some change/transaction. This informing/involving/coordinating action of the context matrix operates across location, organization and function boundaries, supporting all appropriate stakeholders in that object’s change/transaction. The control point is in determining the appropriateness of involvement and coordination, achieved through following the GEM procedure. A useful description of the enterprise capability enabled by GEM is: maximal informing, feasible involving, and practical coordinating. The result of full GEM methodology implementation is Real Time Enterprise (RTE) operation and intelligence. Location, organization organization unit, function, process, resource, and requirement life-cycle quality and quantity, and not technical limitations, then determine the principal basis of informing, involving, and coordinating the enterprise members and stakeholders.
    • One World GEM Methodology – Navigation Information System General Enterprise Management 1 2 3 4 5 GEM 6 GEM GEM GEM GEM Uses Licenses, GEM Training Missions Concepts Technologies Services, and Maintenance Define and Identify and Identify the License and Provide multi- Relate GEM Identify the uses level training on Implement GEM technical Maintain GEM, Concepts of GEM GEM Missions standards and Acquire GEM technology Services supporting GEM Provide a Enterprise Operations Service Online generalized Concepts Operation Management Provider Training management Technology License function for purposeful Management Intelligence Site Training endeavors Concepts Management Internal Use Intelligence License Technology Provide the Generalization foundation for Offline Concepts Value-Added successful Training Reseller business selling License GEM services, products, and support globally GEM Services This information is proprietary to TranTech, Inc., and proprietary and copyright to One World Information System, 1982-2003 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 36 Illustration of the GEM Deployment Interface.
    • One World Acquiring a GEM License and EMM Services Information System GEM license and EMM services are easily accessible to government, commercial, and non-profit organizations. A large number of TranTech Teaming Partners have contract vehicles which are available for Federal and Defense clients, and also for State, Local, and NATO Allied Government organizations. A suggested sequence for bringing GEM into your organization is shown below. 1. A GEM introductory presentation, whitepaper, or brochure is emailed to a GEM/EMM prospect, identifying What GEM is, and Why it benefits them. 2. Follow-up communication is established with the GEM prospect via phone or via response to email reply. 3. A GEM Prospect expresses interest in exploring GEM/EMM. 4. Non-government Prospect requests NDA to evaluate GEM/EMM, or Government prospect agrees to abide by limited disclosure and use statement on subsequent detailed GEM/EMM material. 5. As a GEM Associate, a general or specific mutual NDA is signed with non-government organization, or government organization agrees to limited disclosure and use. 6. A GEM Associate receives GEM/EMM detailed material, providing information on How GEM works and How it can be applied in the associate’s enterprise culture, organization, functions, and technical environment. 7. A GEM Associate chooses to use GEM/EMM. 8. GEM is Licensed through a GEM Service Provider. 8.1 GEM License is purchased for GEM internal use (annual) (for government, contractor, commercial, or non-profit organization). 8.2 With internal use License, organization optionally purchases GEM Service Provider License (annual) for selected geographic and type- organization criteria. 8.3 With SP license, or independent of other GEM License, organization purchases a Value-Added-Reseller (VAR) License to include in their commercial process or software (Perpetual or Long-Term License) 9. A GEM/EMM Client contract is signed. 9.1 As part of an annual EMM Service Contract, some Licensed SP provide their GEM clients an annual internal-use GEM License to client organization 9.2 VAR provides their customer with Perpetual or Long-Term process or software license, including GEM limited-use license. 11/12/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 37 GEM, via the EMM stages, can support the implementation of any management agenda, from the largest endeavor to the smallest. The preceding pages have described “what” GEM provides. To gain an understanding of “how” GEM does this, Non-government organizations may request a mutual Non-Disclosure Agreement from TranTech, thus giving them an opportunity to study GEM prior to purchasing a GEM license or service contract. Government organizations are provided GEM methodology details under a non-disclosure and non-use release statement. Then, if wanting to use GEM, non-government organizations purchase a GEM Organizational, Service Provider, or VAR License through TranTech. Government need only purchase an Organizational License for its GEM methodology or GEM-based system users. Further, organizations and their contractors may purchase EMM Services from TranTech.