Page 1 of 33 File: cmpld_macpherson_brf_060825.ppt Author: BEA Team BLM Enterprise Architecture | Edit Date: 8/24/2006 FC&SC: 1230/BEA Bureau Enterprise

Page 1 of 33BLM Enterprise Architecture | Edit Date: 8/24/2006 FC&SC: 1230/BEAFile: cmpld_macpherson_brf_060825.ppt Author: BEA Team

Bureau Enterprise Architecture (BEA) Bureau Enterprise Architecture (BEA) Activity StatusActivity Status

Presentation for Scott MacPherson

August 25, 2006August 25, 2006


BEA Activities for FY07

Business Architecture: Renewable Resources and Planning (WO-200)

Budget Review Interior Business Architecture Team (IBAT) -

Standards Working Group National Monitoring Strategy

Data Architecture: Bureau of Land Management (BLM) National

Monitoring Strategy National Wildland Fire Enterprise Architecture

(NWFEA) Emergency Stabilization & Rehabilitation (ES&R) DOI Enterprise Data Architecture Support for BLM Project / Blueprint Data Models Information Technology Investment Board (ITIB)

Systems Baseline Analysis Applications Architecture and Methodology for

Business Transformation (MBT): Service Level Agreement (SLA)-based centralized

architecture services DOI Enterprise Architecture Repository (DEAR)

system inventories Planning and NEPA Blueprint IT Baselines for the ITIB

Bureau Enterprise Architecture Repository System Inventory Certification & Accreditation (C&A) support Training support

Technology Architecture: BLM electronic Technical Reference Model (eTRM) Technical Review Board (TRB) Standard Operating Environment (SOE) Change Review Board

Governance: NWFEA BEA Governance Integration with Change

Management BLM Capital Planning and Investment Control

(CPIC) Processes Special Projects:

ES&R Communications:

Spotlight Tidbits Brochures and information sheets High level presentations BEA website development and maintenance Education

Records Maintenance and Quality Assurance (QA) Maintain records/deliverables and provide QA

services to the team


““BLM Email Efficiencies Guide”BLM Email Efficiencies Guide” Status Status

Lowering costs associated with BLM email volume


Background

Task specifics Create a Lotus Notes Email Guide for BLM employees 5x7 professional Hallmark-looking, full color, spiral bound guide Initial 2,500 copies distributed

Guide objectives To reduce overall volume of email BLM-wide To be more efficient in using email To reduce ZANTAZ costs (the company that maintains our email as a

result of a court order and on-going civil suit against the BLM ) To communicate email information (rules, regulations, tips, etc.) better


Email Guide Status

Established working relationship with Peter Doran, Publishing, to understand requirements for final layout and printing P. Doran supplied printing quotes for various forms of hardcopy printing (from $27K

to $48K depending on what printing option used) Suggested electronic distribution vs. hardcopy booklets Suggestion that every employee receive a laminated Quick Reference page with

information about email efficiencies and a link to the online guide – costing approximately 50¢ per copy

Book development Spoke with Subject Matter Experts (SMEs) and obtained other information from

BLM directives and policies Book is centered around reducing volume of email and not extraneous topics like

changing your password or managing your calendar First draft review sent out 8/16/06; received comments back from Laura, Les and

Igor and integrated comments

Printing method will determine book completion; setting hopes for end of September 2006


Decisions and Needs Pending

Need a message from Ronnie for the introduction Need a firm decision on the final product - hardcopy vs.

electronic copy with a quick reference guide If hardcopy: Need to finalize the content/format quickly in order to

make the September deadline

Need to identify reviewers for final review

Next steps?


IT Baselines and Planning BlueprintIT Baselines and Planning Blueprint

Overview and Status



IT Baselining Approach Methodology used to Baseline WO-200 Bureau IT Investments

ActionsActions#1: Align each IT system within a Line of Business

#2: Assess system alignment to mission and priorities

#2a: Assess the health of each system

#3: Identify system functionality duplications and overlaps

#4: Assess overlapping infrastructure

#5: Develop recommendations for moving forward


IT Baselining ApproachExtensive Data Collection for these Line of Business Systems

Geographic Information Systems

Enterprise-GIS Services(E-GIS)

Range/VegetationRangeland Administration System (RAS)

Rangeland Improvement Project System (RIPS)Rangeland Information System (RIS)

Emergency Stabilization & RehabilitationProof of Concept (ES&R)

Inventory Data System (IDS)Native Seed Network (NSN)

Weeds

Planning/Socioeconomics

e-Planning version 1e-Planning version 2

Economic Profile System (EPS)

Wild Horse and BurroWild Horse and Burro Information System (WHBIS)Wild Horse and Burro Program System (WHBPS)

RecreationRecreation Management Information System

(RMIS)Accessibility Data Management System

(ADMS - DOI-mandated)

ForestryForest Vegetation Inventory System

(FORVIS)Timber Sales Information System (TSIS)


WO-200 Business ModelHow Do IT Systems fit into the Information Value Chain?

Organize raw data Analyze data Create information

toinform managementdecisions

Create plans or decisions

Planning and Decision SupportPlanning and Decision SupportField OperationsField Operations

Work with BLM customers

Collect raw data Implement

plans and decisions

Feeds

Guides

RAS, TSIS

EPS, NSN EGIS

IDS, FORVIS

WHBIS, WHBPS

RIPS, RIS, Weeds, ES&R

ePlanning V1, V2

RMIS, ADMS


Information for current and projected project IT tasks

Information Management prioritiesData componentsUser informationHardware (development, staging, and production)Software (development, staging, and production)System interfaces (current and future needs)System dependencies (current and future needs)

Costs tracked by PMsCosts tracked by MISCosts projected in business cases

Collected InformationBaseline Project Data Collection in Partnership with WO-200

PERFORMANCE OF IT TASKS

Data CollectedData Collected

SYSTEM

FINANCIAL

USER OPINION

Information Focus AreasInformation Focus Areas

WO-200 end user satisfaction survey


System Health Example3 Perspectives to Assess the Health of the WO-200 Systems

Structural PerspectiveTechnology Alignment / Design

Strategy PerspectiveExtent of Collection of

Strategic Data / Unique DataSurvey Perspective

User Survey

Healthier systems cover as much redred and yellowyellow as possible

Example WO-200 National System

Q12-Overall

Q9- Usability

Q7-Mission

Q10-Dependency

Q11-Impact

Q6-Broad UsageQ13-

TrainingSupport

Q14-User

Support

Q16-Updatesto System

TechAlignment

DesignAlignment

StrategicData

UniqueData


WO-200 RecommendationsOverview

Ben

efit

/ V

alu

e

Business Priority Alignment HighLow

Low

High

5

4

2 1

76

3

Investment / Investment / Savings Savings OpportunitiesOpportunities

Shared data services for treatment data.

Consider longer term replacement of current range/vegetation systems.

IRM Strategic Plan alignment suggestions.

Expanded E-GIS data strategy.

Specialized IT services.

Blueprints, O&M and remaining investment suggestions.

Minimal IT infrastructure savings available.

1

2

5

4

7

6

3

Highest Value, Highest Priority


August 2006 ITIB DecisionCurrent Status

Scheduling presentations to WO-200 PMs and management If approved, work on high priorities begins 1QFY07


Shared project IT tasks

Information Management prioritiesData componentsUser informationHardware (development, staging, and production)Software (development, staging, and production)System interfaces (current and future needs)System dependencies (current and future needs)

Costs tracked by PMsCosts tracked by MISCosts projected in business cases

WO-300 Information CollectionProposed Project Data Collection in Partnership with WO-300

IT TASKS

SYSTEM

FINANCIAL

USER OPINIONWO-300 end user satisfaction survey

Data To CollectData To CollectFocus AreasFocus Areas

PM Process Diagrams / Position Description/Org Chart

Diagrams / Documentation- Data Models w/Dict.- Deployment Diagrams- Architecture Diagrams- Interface Diagrams- System Design Doc

WO-300 Documentation?WO-300 Documentation?

WO-300 Project Records

Customize Survey with 300


Proposed Approach Baseline WO-300 Bureau IT Investments–Resources and Schedule

Phase Contact Time Schedule

User Survey IRM Advisor 2 Weeks May-June

Project PMs 2 Hours per project April - June

Design/Technology SMEs 2 Hours per project April - June

Data Design SMEs 2 Hours per project April - June

WO-200WO-200

Phase Contact Time Schedule

User Survey IRM Advisor 2 Weeks Aug-Sept

Project Doc Review/PMs BEA / 1-2 Hours if need Aug/October

Design/Technology Doc Review/SMEs BEA / 1-2 Hours if need Aug/October

Data Design Doc Review/SMEs BEA / 1-2 Hours if need Aug/October

WO-300WO-300


DOI IRB Blueprint Decision


Enterprise Planning Methodology – The Methodology for Business Transformation

Create the Blueprint(6-9 months)

What Blueprint Development IS:

What a Blueprint

IS NOT:

A structured approach to work together An approach that examines fundamental business drivers and linkages to develop recommendations for effective change A six step process that determines “What” to do

NOT “How” recommendations should proceed NOT a detailed business process reengineering activity

Developing a Blueprint is the first phase in the Interior Enterprise Architecture (IEA) Methodology for Business Transformation (MBT)


Management Planning and NEPABlueprint Development Timeline

Nov 05 - Apr 06Sept 05 - Nov 06 May - July 06

Meetings/Activities

• Core Team Initial Mtg / Blueprint Training

• SME and Stakeholder selection

Deliverables

• Charter

• 1st Draft Blueprint (Framework – High Level Outline)

• Communications Plan

Meetings/Activities

• CoreTeam Mtg

• Stakeholder Mtg(s) (as needed - per CMBT)

• IRB Status

• Nov IT Summit Status

• Begin Strength, Weakness, Opportunity, and Threat (SWOT) Analysis

Deliverables

• Business Mandates• Analysis Matrices (FEA / IEA

Reference Models, IT Portfolio, etc)

Meetings/Activities

• Core Team Mtg

• SME Mtg(s) (as needed - per Core Team)

• Continue Business Analysis

Deliverables

• Analysis Models and Diagrams

• Preliminary Planning Blueprint findings & recommendations

Charter Core Team Scope and Vision Analyze Business


Management Planning and NEPABlueprint Development Timeline (Cont)

Analyze MP/NEPAIT Systems

Author Blueprint, Approval of Blueprint Update Repository

May – July 06

Meetings/Activities

• Core Team Mtg

• SME Mtg(s) (as needed - per Core Team)

• Analyze cross-department planning IT systems (IRB decision)

Deliverables

• As-Is and To-Be Models

• Systems Analysis

Jun – Sept 06

Meetings/Activities

• CMBT Mtg

• SME Mtg(s) (per Core Team)

• Adoption of Modernization Blueprint

• Approval / Funding of Implementation Phase

• Prioritize implementation opportunities within current IT Portfolio

Deliverables

• Management Planning and NEPA Blueprint

Sept - Oct FY06

Meetings/Activities

• Core Team Validation

Deliverables

• Repository Reports


Business Process Re-engineering (BPR)Business Process Re-engineering (BPR)

WO-200 Budget Review and National Monitoring Strategy (NMS)



BPR Mission and Vision

MissionTo provide the support and coordination needed to facilitate the

business process reengineering efforts conducted for the Bureau of Land Management

Vision

To be the premier center for Business Process Reengineering support (BPR) in the Bureau. Business managers will utilize our support for any and every situation that requires BPR.


BPR Methodology

Document Current Business Processes

Document Current Business Processes

Evaluate Potential Improvements

Evaluate Potential Improvements

Document Recommended Processes and Data

Requirements

Document Recommended Processes and Data

Requirements

Develop Short- and Long- Term Recommendations

Develop Short- and Long- Term Recommendations

Business ProcessRecommendations

Business ProcessRecommendations

AutomationRecommendations

AutomationRecommendations

Monitor ProgressMonitor Progress

Transition

ITIB evaluates technological solutionsTransition to CPIC ProcessApplication development requires OMB Exhibit 300

Implement process improvementsDocument policy changesDocument/Update SOPs, BLM manuals,

training guidesIdentify and track performance

measures and targets

4 main4 mainprocessprocessstepssteps

A challenge to:Reduce cost…Increase quality…Reduce cycle time…Improve customer service


WO-200 Budget Review Project

Objective To evaluate WO-200’s involvement in the budget

development, execution, and performance process to identify time spent, interfaces, and identify potential improvements

Status Currently conducting detailed Subject Matter Expert interviews

(approximately 40 interviews conducted to date) Developing initial assessment report containing initial set of

findings and recommendations Planned Work

Initial assessment to be completed by 9/30/06 Prioritize recommendations; date TBD

Contact: Antonio Harris, WO-200


National Monitoring Strategy (NMS) Project

ObjectiveTo develop a BLM national strategy to manage the

collection, storage, and use of data so that we: - Enhance efficiency and effectiveness

- Use limited number of common indicators

- Standardize the management of data to improve the quality of management decisions


National Monitoring Strategy Project (Cont)

Objective of the NMS BPR To develop and document consensus on consistent

methods/procedures for Assessments, Inventory and Monitoring (AIM) and to determine the monitoring data needed to support PProjects, PPermits and PPlans (3 PP’s)

Status Analysis of existing WO-200 systems and existing monitoring

processes Draft schedule and project teams


Planned Work Planning session next week with leads to finalize SLA and

schedule Quarterly workshops- Vegetation 1st workshop: October 4-6

- Air/Water 1st workshop: November 7-9 Planned completion of BPR: Spring 2007 Planned completion of Logical Data Model: Summer 2007

Contacts Project Manager: Steve Tryon Vegetation Leads: Jack Hamby, John Spain Air/Water Leads: Angela Zahniser, Mike Eberle

National Monitoring Strategy Project (Cont)


BEA Governing Services StatusBEA Governing Services Status

Overview and Status



EA Governing Policy

An integrated governance policy is the encompassing tool which correlates business needs to IT activities and controls IT expenditures from a business perspective

Information Technology

TRM DRM

BLMBusiness

BRM SRMPRM

BLM Governance Policy(Checkpoints / Controls)


Architectural Governance Tasks

Offer governance evaluative recommendations for CPIC items submitted through the Investment Management Group (IMG) for risk assessment and alignment to BEA and its principles.

ENGAGED

- Engaged with IMG in re-evaluation of current Exhibit 300 submission processes / procedures- Developing cross CPIC / BEA educational materials / guidelines

Assist BLM efforts in design and preparation of an architecture self-assessment and improvement guide.

ENGAGED- Provide EA assistance for the current Mitretek WO-500 Lifecycle Services Project (currently in test case with ePlanning)

Assist the development of Interagency Wildland Fire NWFEA Program Governance Guidelines / Policies.

ENGAGED

- Governance lead for project’s efforts.- Draft of “Program Guidelines” will be complete by September, 2006.

- Assist in developing an Interagency Wildland Fire Investment Review Board (IWF – IRB)

- A multi-agency review of current Capital Planning, Acquisition, C&A policies and procedures for the DOI, BLM, USDA, and Forest Service

Assist the BLM with definition of a revised IT Strategic Plan.

ENGAGED- Providing tactical support of BLM IT Strategic Plan development efforts

Assist the BLM Configuration Manager in the development of a revised BLM Change Management Structure.

ENGAGED

- Completed work with BLM CM group and BEA Technology lead examining / improving current change control / waiver processes and procedures- Streamline the various "points of entry”- Process further leveraged by the DOI CTOC


An EA Tool for Storing BLM Systems and Investments


DOI Enterprise Architecture Repository (DEAR)DOI Enterprise Architecture Repository (DEAR)


DOI Enterprise Architecture Repository

DEAR changes More Privacy Act information Updated names, attributes, and Data Entry Wizard for C&A

August 31 deadline for having all BLM systems in DEAR mapped to 1 and only 1 accreditation boundary – BLM done

Upcoming training in Denver – September 18–20(at BLM)


BEA Activities for FY07

Business Architecture: Renewable Resources and Planning (WO-200)

Budget Review Interior Business Architecture Team (IBAT) -

Standards Working Group National Monitoring Strategy

Data Architecture: Bureau of Land Management (BLM) National

Monitoring Strategy National Wildland Fire Enterprise Architecture

(NWFEA) Emergency Stabilization & Rehabilitation (ES&R) DOI Enterprise Data Architecture Support for BLM Project / Blueprint Data Models Information Technology Investment Board (ITIB)

Systems Baseline Analysis Applications Architecture and Methodology for

Business Transformation (MBT): Service Level Agreement (SLA)-based centralized

architecture services DOI Enterprise Architecture Repository (DEAR)

system inventories Planning and NEPA Blueprint IT Baselines for the ITIB

Bureau Enterprise Architecture Repository System Inventory Certification & Accreditation (C&A) support Training support

Technology Architecture: BLM electronic Technical Reference Model (eTRM) Technical Review Board (TRB) Standard Operating Environment (SOE) Change Review Board

Governance: NWFEA BEA Governance Integration with Change

Management BLM Capital Planning and Investment Control

(CPIC) Processes Special Projects:

ES&R Communications:

Spotlight Tidbits Brochures and information sheets High level presentations BEA website development and maintenance Education

Records Maintenance and Quality Assurance (QA) Maintain records/deliverables and provide QA

services to the team

Documents

Page 1 of 33 File: cmpld_macpherson_brf_060825.ppt Author: BEA Team BLM Enterprise Architecture | Edit Date: 8/24/2006 FC&SC: 1230/BEA Bureau Enterprise