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Department of Defense
                                       Business Enterprise Architecture 6.0
                        ...
in support of financial accountability and efficient and effective decision-making throughout the
                      De...
•   Describe DoD enterprise CBM end-to-end business processes as they relate to the six BEPs of the
                      ...
Business Enterprise Architecture 6.0 -- Findings and Recommendations

                            Findings                ...
Findings                                           Recommendations

5   DoDAF 2.0 has as its mantra "fit for purpose" and ...
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  1. 1. Department of Defense Business Enterprise Architecture 6.0 Overview and Summary Information (AV-1) March 13, 2009 The AV-1 is an executive-level summary of the Department of Defense (DoD) Business Enterprise Architecture (BEA). The initial version of the AV-1 for BEA 6.0 focused the architecture development effort by documenting the scope of planned changes. This final release of the AV-1 includes findings and recommendations from the BEA 6.0 development effort. Architecture Project Identification Name DoD Business Enterprise Architecture (BEA) 6.0 Architect DoD Business Transformation Agency (BTA) Developed By Representatives from the DoD Business Mission Area (BMA) Core Business Missions (CBMs) and BTA The BEA 6.0: • Addresses only DoD Enterprise-level business and strategic plans, goals, objectives and strategies. Assumptions • Makes maximum reuse of legacy BEA products with changes made as necessary. and • Focuses on addressing business capability improvements and architecture gaps identified during Constraints BEA 6.0 planning sessions with stakeholder communities plus content and technical changes necessary to bring products into conformance with updates to the DoD Architecture Framework (DoDAF), the BEA Development Methodology (BDM), BEA Architecture Product Guide (APG) and the Enterprise Transition Plan (ETP). Approval The Deputy Secretary of Defense, acting through the Defense Business Systems Management Authority Committee (DBSMC) Date Completed March 13, 2009 LOE and Costs Level of effort, projected and actual costs to develop the BEA may be requested from the Director, BTA. Scope: Architecture View(s) and Products Identification BEA 6.0 consists of the set of integrated architecture products -- AV-1, AV-2, OV-2, OV-3, OV-5, OV-6a, OV-6c, OV-7, SV-1, SV-5, SV-6 and TV-1 - necessary to comply with DoDAF, the APG, and Products BEA 6.0 requirements. The BEA products result from a collaborative effort of the Business Enterprise Developed Priority (BEPs) teams and represent an integration of business priorities documented and described throughout the various products. Additional non-DoDAF supporting products are delivered with the BEA and are described in the BEA 6.0 Summary document. Scope The scope of the BEA is any function, process, rule, data, or technology that is required to be used in a standard manner to support or describe the business enterprise. This scope is further defined within six Business Enterprise Priorities (BEPs). The six BEPs have been identified as the highest priority transformation initiatives at the DoD Enterprise level and serve as the focus of the BEA 6.0 development effort. They are: • Acquisition Visibility – Acquisition Visibility (AV) is defined as achieving timely access to accurate, authoritative, and reliable information supporting acquisition oversight, accountability, and decision-making throughout the Department for effective and efficient delivery of warfighter capabilities. • Common Supplier Engagement – Common Supplier Engagement (CSE) is the alignment and integration of the policies, processes, data, technology and people to provide a consistent experience for suppliers and DoD stakeholders to ensure reliable and accurate delivery of acceptable goods and services to support the warfighter. • Financial Visibility – Financial Visibility (FV) means having immediate access to accurate and reliable financial information (planning, programming, budgeting, accounting, and cost information) 1
  2. 2. in support of financial accountability and efficient and effective decision-making throughout the Department in support of the missions of the warfighter. • Materiel Visibility – Materiel Visibility (MV) is defined as the ability to locate and account for materiel assets and their condition throughout their lifecycle and provide transaction and management visibility across logistics systems in support of the joint warfighting mission. • Personnel Visibility – Personnel Visibility (PV) is the fusion of accurate human resources (HR) information and secure, interoperable technology within the HRM Business Mission. PV is defined as having reliable information that provides visibility of military Service members, civilian employees, military retirees, contractors (in theater), and other U.S. personnel, across the full spectrum-during peacetime and war, through mobilization and demobilization, for deployment and redeployment, while assigned in a theater of operation or at home base, and into retirement. This includes ensuring timely and accurate access to compensation and benefits for DoD personnel and their families and ensuring that Combatant Commanders have access to the timely and accurate data on personnel and their skill sets. • Real Property Accountability - Real Property Accountability (RPA) provides the warfighter and CBM access to near-real time secure, accurate and reliable information on real property assets and environment, safety and occupational health sustainability. Specific developments implemented in the BEA 6.0 release are summarized in the BEA 6.0 Summary document which can be found at the BEA 6.0 public Web site. Time Frames The BEA is the “To Be” architecture for DoD business transformation efforts. The current BEA “To Addressed Be” end state has intermediate time frames for implementation addressed in the ETP. Development of the BEA involves organizations of the DoD Business Mission Area (BMA) CBMs (led by the Principal Staff Assistants (PSAs) at the enterprise level), as follows: Comptroller, Personnel & Readiness, and Acquisition Technology & Logistics, and is further supported by the Investment Review Organizations Boards (IRBs) to include: Financial Management (FM), Human Resources Management (HRM), Involved Materiel Supply & Service Management (MSSM), Real Property & Installations Lifecycle Management (RPILM), and Weapon Systems Lifecycle Management (WSLM). The PSAs determine the BEPs based on the mission needs of the DoD. Purpose and Viewpoint To provide a blueprint for DoD business transformation that helps to ensure that the right capabilities, resources and materiel are rapidly delivered to our warfighters: What they need, where they need it, when they need it, anywhere in the world. The BEA guides and constrains implementation of Purpose interoperable defense business system solutions as required by the National Defense Authorization Act (NDAA) and guides information technology (IT) investment management to align with strategic Business Capabilities as required by NDAA, Clinger-Cohen and supporting Office of Management and Budget (OMB) and Government Accountability Office (GAO) policy. • Who are our people, what are their skills, where are they located? Questions to be • Who are our industry partners, and what is the state of our relationship with them? Answered • What assets are we providing to support the warfighter, and where are these assets deployed? • How are we investing our funds to best enable the warfighting mission? The BEA is developed from a DoD BMA, tiered accountability, and business owner perspective focusing on the definition and documentation of activities, processes, data, information exchanges, Architecture business rules, laws, regulations, policies and terms at a DoD Enterprise level. The DoD Enterprise level Viewpoint addresses business capabilities that are both enterprise level and DoD-wide, and includes the systems and initiatives that support those capabilities. Context The BEA is essential to the transformation of business operations throughout the Department of Defense Mission and to the delivery of enterprise-level business capability improvements that align to warfighter needs. 2
  3. 3. • Describe DoD enterprise CBM end-to-end business processes as they relate to the six BEPs of the DoD. Goals • Establish foundational data standards and business rules. • Support DoD investment management criteria for systems certification. • Comply with evolving DoD Networks and Information Integration (NII) architecture guidance. • Provide the foundation to accelerate outcome based architecture development and implementation. Rules - • BEA products shall be developed and decomposed only to the level of detail required to adequately portray enterprise “To-Be” business capability improvements and transformation priorities. (This has been determined on a BEP by BEP basis). Rules, Criteria, • Quality is goal #1. (Quality = Consistent, Accurate, Understandable, Integrated, and Implementable and Conventions Information). Followed • Integrate and maintain the BEA in one integrated repository, using one methodology and one consistent notation. Criteria and Conventions – Guidance contained in the BDM, the APG, and Decision Memoranda (DM) and approved by BEA leadership provide the criteria and conventions followed during BEA development for methodology, content, and format. Tasking – The 2005 National Defense Authorization Act (NDAA) requires that architecture be defined Tasking for the and used to assess and maintain investments throughout the BMA. BEA and Linkages to Other Linkages and Relationships – The BEA is linked to the Federal Enterprise Architecture (FEA) through Architectures the DoD EA Reference Models and federated with Component and program architectures through tiered accountability. Tools and File Formats Used Telelogic System Architect v10.7, Merant Version Manager, Merant Tracker, Microsoft SQL Server, Word, Access, and Excel, Adobe Acrobat 3
  4. 4. Business Enterprise Architecture 6.0 -- Findings and Recommendations Findings Recommendations 1 Standard authoritative data, based on common Continue to incorporate standard authoritative vocabularies, is a key driver for transformation efforts data into the BEA as a priority development across the DoD BMA. Development efforts in BEA 6.0 effort. have focused on data standardization in order to Develop common vocabularies based on implement approved BMA Business Capabilities DoDAF 2.0 concepts of “Primitives” for through integrated development of DoD business metadata that establishes authoritative common systems. terms and usage. 2 For BEA 6.0, development focused on enhancing Continue efforts to incorporate functionality for Interoperability - the ability to combine processes into Interoperability in all future development an acceptably seamless and efficient business system, efforts. Focus on End-to-End Business Flows while also allowing specific systems to differentiate and further standardization of data in the BEA themselves and provide customer choice. The addition as the authoritative source across the DoD of seven End-to-End Business Flows, as the first step to BMA. align the BEA with DoD ERP systems and the development of additional standardized data by several CBMs has made Interoperability more realizable through the BEA. 3 Gaps exist in the BEA that makes it difficult for In order to facilitate architecture federation in components to federate their activities with the BEA. future releases, recommend development of a There is an absence of architectural federation detailed plan for implementing federation across implementation methods, governance, and tools that is all affected DoD stakeholders to identify limiting opportunities to promote interoperability and to federation “touch points”, where integration is increase architectural breadth. required within the BEA, and a governance framework to support federation. There does not seem to be a clear and consistent understanding by the BEA user community of the The addition of enterprise level planning organization or hierarchical structure of Enterprise activities in the BEA that can be used as an Architectures across the DoD and how the various tiers overall framework to provide direction to and Components “hook in” to the BEA to ensure Component specific planning functions would business information is visible and accessible across the support federation by reducing stovepipe BMA and to other DoD Mission Areas. planning efforts across the DoD BMA. In addition there is potential overlap in the current use of Business Capabilities in the BEA and proposed use of Joint Capability Areas (JCA) that affects federation. 4 SOA concepts are absent from the BEA. Recommend establishing Best Practices for integrating SOA into DoDAF and the BEA and using the pilot work started by WSLM to incorporate SOA into the BEA. 4
  5. 5. Findings Recommendations 5 DoDAF 2.0 has as its mantra "fit for purpose" and has Evaluate the current BEA Development included a more robust methodology and supporting Methodology (BDM) and the BEA development metamodel (i.e., DM2). This version of the framework environment against DoDAF 2.0. The BDM and will have an impact on future direction of the BEA and supporting development environment must take the environment within which it is developed and into consideration the impacts of DoDAF 2.0 on managed. architecture content, architecture usage, and the tools used to develop the content and present it to the end users. 6 GAO advised that BEA 5.0 lacks important security To correct this gap, BEA 6.0 development architecture content. Although the Enterprise focused on identifying and including Information Environment Mission Area provides Information Assurance (IA) laws, regulations, infrastructure information assurance services for and policies, and creating and piloting an IA business systems and applications, this information is methodology that would lead to the not reflected in BEA 5.0. determination of the proper, notional MAC/CL of a system. Continue to define the methodology and expand the inclusion of IA attributes in the architecture in consultation with NII and continued involvement and contributions by the BEPs. 7 As stakeholders use the BEA for more detailed analysis Continue efforts to enhance visualization. for their main areas of interest, there is a growing need to access specific views and present the content in a user friendly format. 8 The BEA contains content that needs to be further Collaborate with stakeholders to identify, developed to make it mature enough for compliance. capture, and expose relevant requirements for compliance. 5

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