Department of the Interior’s Methodology for Business Transformation (MBT)


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Department of the Interior’s Methodology for Business Transformation (MBT)

  1. 1. Diane Reeves Department Business Architect Department of the Interior Session Title: DOI Methodology for Business Architecture (MBT)
  2. 2. The Intent of Enterprise Architecture: <ul><li>Enterprise Architecture is about planning and implementing business transformation </li></ul><ul><li>As architects, we are service providers that help business organizations become more effective and efficient. </li></ul><ul><li>Our services facilitate effective use of organizational resources to achieve mission objectives, ensuring that investments deliver products and services that meet customer expectations. </li></ul>
  3. 3. Agenda <ul><li>Business Process Management </li></ul><ul><li>(BPM) </li></ul><ul><li>Strategic Focus </li></ul><ul><li>DOI Enterprise Improvement </li></ul><ul><li>Methodology for Business </li></ul><ul><li>Transformation (MBT) </li></ul>Agenda
  4. 4. <ul><li>Business Process Management (BPM) </li></ul>
  5. 5. <ul><li>Definition: The practice of developing, measuring, and simulating business processes to effect continued improvement of process efficiencies </li></ul><ul><li>Focused on improving process performance </li></ul><ul><li>Concerned with the full lifecycle of the process and the effective management of key process enablers </li></ul>Business Process Management
  6. 6. <ul><li>Provides a link to other aspects of the business </li></ul><ul><li>Delivers a clear product to the stakeholder or another process </li></ul><ul><li>Usually triggered by an event that begins a course of action and signals the satisfaction of a required response upon delivery of a product or service </li></ul>Business Process Management Business Process - Why is the process important??
  7. 7. Process is at the center! Metric Component Indicator Workflow Pattern Data Entity Function Information Flow Context Protocol Application Business Process System Performance Security Technology Data Service Organization Business Reference Model Technology Reference Model Security Profile Performance Reference Model Data Reference Model Service Component Reference Model
  8. 8. Enhancing the efficiency of business processes. Stages of Process Maturity Innovative Predictive Standardized Managed Initial Proactive closure of gaps versus strategic objectives Capability quantified, results predictable Common processes and measures Local stability from repeatable procedures Overloaded roles
  9. 9. <ul><li>Strategic Focus </li></ul>
  10. 10. Structured Planning: Strategic to Tactical Vision Mission Goals Mission End Outcome Goals Intermediate Outcome Goals Plan Implementation Plan Development DOI Program Project Inputs Project Outputs Project Outputs Project Outputs Project Inputs Project Inputs
  11. 11. Establishing “Line of Sight” <ul><li>Establish a “line of sight” </li></ul><ul><li>from the investment </li></ul><ul><li>to the processes and activities </li></ul><ul><li>it supports </li></ul><ul><li>and ultimately, </li></ul><ul><li>to its outputs and outcomes. </li></ul>
  12. 12. <ul><li>Measure the efficiency of inputs and outputs, processes, and project deliverables. </li></ul>Establishing the “Line of Sight” Strategic Goal Outcome Goal Intermediate Outcome Output Efficiency Measures Effectiveness Measures Measure the effectiveness of program strategy, products, and services. Program Project Process
  13. 13. <ul><li>DOI Enterprise Improvement: </li></ul><ul><li>An Enterprise-wide Focus on Improving Performance </li></ul>
  14. 14. <ul><li>Enterprise Improvement is a collaborative approach to achieving enhanced value and performance for the Interior Department business operations, utilizing the synergy and collective knowledge of program managers and process owners DOI-wide. </li></ul>What is Enterprise Improvement??
  15. 15. <ul><li>The Enterprise Improvement strategy: </li></ul><ul><li>Provides a DOI business community platform for learning and collaborative innovation to affect operational change. </li></ul><ul><li>Includes a focus on business performance, but delivers greater value through the synergistic effects of collaboration and key financial data </li></ul><ul><li>Works with program managers and process owners that have an intimate knowledge of business challenges </li></ul>What value can we expect from Enterprise Improvement??
  16. 16. Enterprise Improvement has a business management perspective. Strategy Process People Allows the organization to achieve business performance objectives by focusing on excellence in carrying out the process. Three major components of delivering Enterprise Improvement
  17. 17. Why is Enterprise Improvement important? <ul><li>Complexity of the DOI Mission </li></ul><ul><li>Critical nature of things for which we are responsible </li></ul><ul><li>Ability to achieve strategic goals/objectives </li></ul><ul><li>OMB mandates for Investment performance and “Line of Sight” </li></ul><ul><li>Management of DOI resources </li></ul>Enterprise Improvement has a business management perspective.
  18. 18. Context for Enterprise Improvement Enterprise Improvement has a business management perspective. Management Direction Enterprise Business Strategy Enterprise Process Improvement Enterprise Investment Portfolio Enterprise Modernization Initiative informs Supported by Shared capabilities and assets Incremental business transformation Is carried out in
  19. 19. Key components: Enhancing the efficiency of business processes. Process Center of Excellence Process Evaluations and Consultation Enterprise Improvement Map Performance Management, Program Management, Collaboration, Standards, Support Tools and Training Process Consulting, Process Evaluations, Process Improvement, Process Measurement Segment Business Strategy, Segment Portfolio Management,
  20. 20. Requires coordination and structure <ul><li>Implement an Enterprise Improvement Roadmap </li></ul><ul><li>Optimize the flow of work rather than emphasizing functional performance </li></ul><ul><li>Establish an enterprise process design capability </li></ul><ul><li>Facilitate a collaborative enterprise improvement focus </li></ul><ul><li>Educate/lead business transformation </li></ul><ul><li>Establish process infrastructure </li></ul><ul><li>Enterprise portfolio management </li></ul><ul><li>Enterprise project management </li></ul>Process Center of Excellence
  21. 21. DOI EA has established three major components that drive its success with enterprise architecture Encapsulates all aspects of business and requirements for modernization, delivering a roadmap to total transformation – the Modernization Blueprint. Methodology for Business Transformation DOI Governance Structure DEAR DOI Enterprise Architecture Repository Provides centralized access and management of all DOI artifacts, analysis, and information about business functions enterprise-wide. Facilitates decision-making, compliance and enforcement of EA policy and standards to ensure consistency across all DOI technology activities.
  22. 22. <ul><li>Methodology for Business Transformation (MBT) </li></ul>
  23. 23. <ul><li>The MBT covers each of these phases with detailed guidance and templates . </li></ul>In order to build the layers of architecture, the architect should follow a common transformation lifecycle.
  24. 24. Step 1: This step is focused on getting the study underway through good project management.
  25. 25. Step 2: Analyze stakeholders & drivers and set the target business strategy
  26. 26. <ul><li>Identifies and prioritizes the critical business drivers and mandates for the business area </li></ul><ul><li>Identifies and prioritizes the stakeholders for the business area </li></ul><ul><li>Establishes how the business area stakeholders view the products and services of the business area </li></ul><ul><li>Establishes a vision for the business’s target state </li></ul><ul><li>Assesses the organization’s readiness to support business transformation </li></ul><ul><li>Creates a time-based maturity concept for products and services </li></ul><ul><li>Creates the balanced scorecard of strategic goals and objectives that are relevant to the business area and the blueprint project </li></ul>How This Step Assists With Business Transformation:
  27. 27. Step 2: This step is focused on determining the strategy of the business area and its products and services
  28. 28. Step 3: Analyze the business and define the target business environment
  29. 29. Step 3: This step is focused on analyzing the current processes and determining opportunities for re-engineering.
  30. 30. Step 4: Analyze the IT and develop the target conceptual solution architecture
  31. 31. How This Step Assists With Business Transformation: <ul><ul><li>Step 4 allows for: </li></ul></ul><ul><ul><li>current IT portfolio analysis and scoring </li></ul></ul><ul><ul><li>developing the target conceptual solution architecture </li></ul></ul><ul><ul><li>identifying the authoritative data sources (ADS) for the service </li></ul></ul><ul><ul><li>discovering Enterprise, Business, Enabling, and Support Service Re-use opportunities </li></ul></ul><ul><ul><li>performing gap and alternative IT analysis </li></ul></ul><ul><ul><li>Provide input into Step 5 blueprint recommendations for implementing services </li></ul></ul>
  32. 32. Step 4: This step is focused on analyzing current systems and technologies and defining the target state.
  33. 33. Questions? Thank you. Diane A. Reeves, Department Business Architect
  34. 34. <ul><li>Provides an organizing framework to synchronize business elements that are critical to mission performance and managing change. </li></ul>Process Architecture
  35. 35. Thank You! <ul><li>Diane Reeves </li></ul><ul><li>Department Business Architect </li></ul><ul><li>Department of the Interior </li></ul><ul><li>Contact Information: </li></ul><ul><li>[email_address] </li></ul>