Www.doi.gov/ocio/architecture 1 11 June 22-24, 2008 ArchitectureGov Conference Next Generation Federal Segment Architecture Guidance Initiative

www.doi.gov/ocio/architecture 11

June 22-24, 2008

ArchitectureGov Conference

Next Generation Federal Segment Architecture

Guidance Initiative


Agenda

1. Overview of the Next Generation Federal Segment Architecture Guidance Initiative – Colleen Coggins, DOI

2. How to define and prioritize your Segments – Colleen Coggins, DOI

3. How to develop your Performance, Business and Data Architecture – Marlene Howze, DOL

4. How to define your Services – Kunal Suryavanshi, HRLoB

5. Linking Segment Architecture with CPIC – John Teeter, HHS

6. Question & Answer Session


Overview of the Next Generation Federal Segment Architecture

Guidance Initiative

Colleen Coggins

Department of the Interior (DOI)


Overview of the FSAWG Charter Purpose and Scope

PurposeFSWAG is a cooperative effort with the federal architecture community to develop a government-wide guidance document and training materials that describe a step by step process for developing and using segment architectures. This guidance will leverage existing “best practice” architecture analysis, techniques, artifacts and methodologies.

ScopeThe scope includes guidance related to establishing an appropriate segment architecture governance structure and interfaces to other processes including performance / investment management, enterprise transition planning, solution architecture development, and system lifecycle management.


• DHS – Department of Homeland Security

• DoD – Department of Defense

• DOI - Department of the Interior

• DOJ – Department of Justice

• DOL – Department of Labor

• DOT – Department of Transportation

• EPA – Environmental Protection Agency

• HHS – Health and Human Services

• HRLOB – Human Resources Line of Business

• HUD – Housing and Urban Development

• OMB – Office of Management and Budget

• PM-ISE – Program Manager – Information Sharing Environment

• Treasury – Department of the Treasury

FSAWG is a cross agency initiative that will leverage participating agency best practices

www.doi.gov/ocio/architecture

All agency “best practice” documents were documented and analyzed for inclusion in the methodology.

6

Document Name Analysis Technique Classification of Analysis Technique

Template for Analysis Technique

Document Includes a Process, Template,

or Both?

Methodology for Business Transformation (MBT)

Strategy Analysis Performance/Strategy Goals and Objectives Diagram Both


Stakeholder Analysis Performance/Strategy SWOT DiagramBoth


Business Process Analysis Business/Process Value Chain ModelBoth


Business Process Analysis Business/Process Process ModelsBoth


Business Process Analysis Business/Process Activity Models Both


Enterprise Service Analysis Services Services Scoring Matrix Both


Technical Standards Compliance Technology Technical Reference Model to Applications Matrix Both


Authoritative Data Source Analysis Data ADS Tools Both


Conceptual Solution Analysis Applications Conceptual Solution and Services Model Both


Investment Analysis CPIC Investment Scoring Template Both


Results thus far using the Catalog and Analysis of Documents to dissect and identify analysis techniques used in best practices

7

0

10

20

30

40

50

60A

pplic

atio

ns

Bus

ines

s/P

roce

ss

CP

IC

Dat

a

Oth

er

Per

form

ance

/Str

ateg

y

Rec

ords

Sec

urity

and

Priv

acy

Ser

vice

s

Tec

hnol

ogy

Count of Classification of Analysis Technique

Classification of Analysis Technique

FSAWG has adopted a stretch goal to integrate NIST 800-39 v1 for security and privacy


We are now in the process of developing the more detailed next level decomposition of the Top-Level FSAWG Methodology


Touch points are being identified that sync up the FSAWG methodology to the definition of risk management requirements for the segment

FSAWG Methodology NIST 800-39

PGFSOA

FEA SPP Methodology


FSAWG deliverables will promote consistent artifact development and reusability. Look for the next generation guidance and a Segment Architecture “Tool Kit” this Summer

• Index of Researched Best Practices and Methods: This index will demonstrate the depth and breadth of segment architecture best practices and provide traceability that demonstrates the progress from disparate approaches to a best-of-bread approach.

• Segment Architecture Guidance Document and Website: The guidance will document the methodology, including the development of as-is, target and transition plans for the performance, business, data, services, and technology architecture layers. Templates and case examples will also be included.

• Training and Outreach Materials: These items will provide the background and instruction necessary to inform the community and encourage public use of the guidance.

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How to define and prioritize your Segments

Colleen Coggins

Department of Interior (DOI)


DOI embraced a segment architecture approach to produce business-driven, actionable architectures and ensure a sustainable rate of transformation

1212


Five criteria were selected for prioritizing business areas for future studies based on the availability of data within DOI

Criteria for Determining Performance Results:

1. Performance on PAR

2. Performance on PART

Criteria for Determining Financial Spending:

3. % of DOI Labor Costs

4. % of DOI IT Portfolio

5. Does the Business Area Have an Executive Sponsor for a Blueprint Initiative?

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IEA has pulled data from PAR, PART, eCPIC, ABC/M, and DEAR to evaluate all of the DOI Business Areas

“Financial Spending” is a weighted score

based on the % of Total DOI Labor Costs and % of

Total DOI IT Portfolio

“Performance Results” is a

weighted score based on the

Business Area’s performance with PART and PAR

IEA has pulled data from PAR, PART, eCPIC, ABC/M, and DEAR to evaluate all of the DOI Business Areas

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Business Area 1Business Area 3

Business Area 5

Business Area 9

Business Area 11

Business Area 2

Business Area 4

Business Area 6

Business Area 8Business Area 10

Business Area 12

Business Area 14

Business Area 16

0

2.5

5

0 2.5 5

Pe

rfo

rma

nc

e R

es

ult

s

Spending

Core Business Area Prioritization(Larger Bubbles Have Executive Sponsors)

Lower Performance Results & Higher Spending

Higher Performance Results & Higher Spending

Lower Performance Results & Lower Spending

Higher Performance Results & Lower Spending

more spendingless spending

low

er

perf

orm

ance

hig

her

perf

orm

ance

DOI prioritizes its segment architecture work by assessing the performance and spending of its segments

Business Areas with Lower Performance and Higher Spending

Should be the Primary Focus of Future Blueprints

15


How to develop your Performance, Business and

Data Architecture

Marlene Howze

Department of Labor (DOL)

Segment Opportunity Identification

The identification of opportunities for improvement within the scope of a Segment can be derived from multiple sources. While the majority of opportunities arise during transition strategy and architecture development and analysis, other environmental factors can indicate an opportunity for segment investigation. Some of these factors include:

– Internal Sources New guidance or changes to existing guidance; Events that change operational context; Ineffectiveness or Inefficiencies asserted by Business Owners; Real or perceived threats to successful Mission execution; Customer / Stakeholder indicators (complaints, trouble tickets, etc.).

– External Sources New legislation or changes to existing legislation; Revolutionary technological developments or opportunities; New leadership / leadership priorities; New Mission assignments (DHS for example).

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Segment Performance Architecture Domain – Content Minimum

Segment Target Performance Architecture – Fully describes the performance landscape– Target Performance Objectives for all PRM Domains (“Areas” of Performance

Measurement, not quantification)– Performance Objectives should be further described by Measurement Indicators (specific

quantified measures) and associated with the appropriate PRM Performance Area– Measurement Indicators should be described by Measurement Points (Time-stamped target

measures at critical junctures across the Segment Timeline – usually associated with a Project Milestone delivering something tangible)

Performance Traceability to other EA Domains – Identifies “what” is to be measured, and when

– Mission & Business, Process & Activity, Customer Results, Technology & Data

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Performance Domain Description

19

*

* Applicable to all Measurement Areas

Segment Performance Architecture Development

23

Create Performance EA for Scenario(s)

EA Team

Business & Strategic Stake-holders

Scenarios Identified?

Scope, Outcomes & Intent

No

Segment Governance

Assess Baseline Performance against Intent

Identify & Quantify Performance Requirements

Develop Target Performance Description

Baseline EA

Yes

Validate Target Performance EA

Approve Target Performance EA

Updates Required?

Update Target Performance EA

Yes

No

Performance Gaps

Segment Business Architecture Development

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Create Business EA for Scenario(s)

EA Team




No

Segment Governance

Assess Baseline Business EA against Intent

Identify & Quantify Business Requirements

Develop Target Business Description

Baseline EA

Yes

Validate Target Business EA

Approve Target Business EA

Updates Required?

Update Target Business EA

Yes

No

Segment Business Domain Description

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Segment Data Architecture Development

32

Create Data EA for Scenario(s)

EA Team




No

Segment Governance

Assess Baseline Data EA against Intent

Identify & Quantify Data Requirements

Develop Target Logical / Physical Data Description

Baseline EA

Yes

Validate Target Data EA

Approve Target Data EA

Updates Required?

Update Target Data EA

Yes

No

Info Exchange Packages (Process)

Info Exchanges (Apps)

Segment Business Domain Description

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Example DOL Segment Report Sections

3535

How to define your Services?

Kunal Suryavanshi

Human Resources Line of Business (HRLoB)


The HR LOB Service Component Model translates the BRM into a services view

The Service Component Model describes the universe of service offerings that could be provided by HR LOB service providers:

The list of potential services from which providers may choose to establish their portfolio of services

The list of potential services from which customers can select for purchase

The purpose of the SCM is to:

Identify the common BRM-based business services

Provide a foundation to support the re-use of applications, application capabilities, components and business services

Develop the Service Delivery Model which standardizes the means through which customers access the service

Begin to describe the technology foundation for a standardized and interoperable architecture


Payroll ProcessingPayroll ReportingTime and AttendanceManager Self-serviceEmployee Self-servicePay AdministrationBenefits CounselingBenefits ProcessingBenefits ReportingPersonnel Action ProcessingPosition ClassificationRecruitingApplication ManagementLearning AdministrationWorkers CompensationHealth and FitnessUnemployment Compensation

Human Resources

For the Human Resources service type, the SCM work group identified and defined 17 service components…


For the Human Capital Management service type, the SCM work group identified and defined 16 service components…

Competency ManagementSuccession PlanningWorkforce PlanningWorkforce ReshapingOrganization DesignPosition ManagementAssessment ModelStaffingCareer Development PlanningHRD Needs AssessmentHRD Program DevelopmentEducation / Training DeliveryHuman Capital Program Review and AssessmentPerformance ManagementEmployee RelationsLabor Relations

Human Capital Management


Data Exchange

Labor Cost Allocation

Customer SupportCall Center ManagementCustomer FeedbackPartner Relationship ManagementMarketing

Employee Assistance Program

Decision Support and PlanningReportingData MiningStrategic Planning and ManagementActivity-Based Management

Multimedia

Modeling and SimulationPredictive AnalysisMathematical Methods

Knowledge ManagementContent ManagementRecords Management

Project ManagementConsultative ServicesProgram ManagementRequirements ManagementQuality ManagementRisk ManagementChange ManagementConfiguration Management

Process TrackingCase / Issue Management

Data Management

Financial Management

Customer Relationship Management

Customer Initiated Assistance

Business Intelligence

Presentation

Analysis and Statistics

Information Services

Management of Process

Tracking and Workflow

30 service components outside the HR / HCM service areas support HR LOB BRM activities


The BRM and Target Requirements inform the SCM which in turn is used to recommend service delivery methods

Business Reference Model Service

Component Model

Service Delivery Model

What services could be put into place to support the activities in the BRM?

What is the recommended first level of contact for service delivery?

Target Requirements for Shared Service Centers

robust enough to be meaningful (provide enough business value) ?? finite enough to be self-contained ??


The service delivery model recommends the tier at which the service will be provided

Service Domain

Service Type

Service Component

Back Office Services

Payroll Processing 0 0 0 0Payroll Reporting 0 0 0 0 0 0 0 0 1 1 1Time and Attendance 0 0 0 0 0 0Manager Self Service 0 Employee Self Service 0 0 0 0 0Pay Administration 3 1 1 1 1Benefits Counseling 2 1 0 0 0 0 0 0 0Benefits Processing 0 0 0 0 0 1 1 1Benefits Reporting 0 0 0 0 0 1 1 1Personnel Action Processing 0 0Position Classification 2 3 0 0 0 0 0 0 0 1 1Recruiting 2 2 2 0 0 0 0Application Management 0 0 0 0 0 0 0Staffing 2 2 2 0 0 0 0Assessment Model 2 2 2 0Education / Training Delivery 0 0Learning Administration 2 2 1 0 0 1 0 0Career Development Planning 2 2 2 0 0 2Workers Compensation 2 2 2 1 1 2 2 2 1 1 1Health and Fitness 2 2 2 1 1 1 2 2 1 1Unemployment Compensation 2 2 0 2 2 0 0

Competency Management 3 3 2 2Workforce Reshaping 2 2 2 2Succession Planning 3 3 2 2Workforce Planning 3 3 2 2Organization Design 2 3 2 0Position Management 2 3 2 0 0HRD Needs Assessment 2 2 2 2HRD Program Development 2 2 2 2 2Human Capital Program Review and Assessment

2 0 0 2 0

Human Resources

Human Capital Management

Back Office Services

legend:

01

direct accesscall center

23

subject matter expertdecision maker

42 42

Linking Segment Architecture with CPIC

John Teeter

Health and Human Services (HHS)

STRATEGIZE ARCHITECT INVEST IMPLEMENT

STRATEGY ADM(Segment Architecture)

CPIC

EPLC

STAGE GATES

PR

ES

EL

EC

T

SECURITY

SOLUTION

From Segment to Investment at HHSFrom Segment to Investment at HHS

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Assessing Gaps and Reuse Opportunities Using HHS's EA Framework

Strategy

Business

Investment

Data/Databases

Services

Technology

Workforce

Facilities

HHS Framework

Security & Privacy

Strategy

Business

Investment

Data/Databases

Systems/Services

Technology

Workforce

Facilities

Performance

HHS Mission

Strategy – identify the strategic goals and objectives of any driver. These could be legislation, Presidential or OMB directives, program audits, general business problems, etc.

Business – determine what essential business or segment activities are needed to achieve the goals and objectives.

Performance – identify measurement indicators to measure performance at all levels of the enterprise

Investment – Identify priority investments to be made to support essential business changes.

Data – determine what data will be needed to support the business activities, and where it can be obtained.

Systems/Services – identify any needed systems that will provide the services needed to support the above business activities and how they will be made available

Technology – identify the technology to be used in building the system services

Workforce – identify the roles and key positions needed to support the above business activities

Facilities – identify the facilities needed to support the business activities above.

Security/Privacy – identify the security controls that are to be in place at each layer and how they will be implemented

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Planning for Change

Strategy

Business

Investment

Data/Databases

Services

Technology

Workforce

Facilities

HHS Framework

Security & Privacy

Strategy

Business

Investment

Data/Databases

Systems/Services

Technology

Workforce

Facilities

Performance

HHS Mission

LegislationLegislation

DirectivesDirectives BusinessBusinessProblemsProblems

Proposed InvestmentProposed InvestmentAlternativesAlternatives

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STRATEGY

CPIC

EPLC

STAGE GATES

PR

ES

EL

EC

T

SECURITY

SOLUTION

From Drivers to Investment at HHSFrom Drivers to Investment at HHS

StrategyBusiness

Services

WorkforceFacilities

BusinessBusinessProblemsProblems

DirectivesDirectives

LegislationLegislation

HHS EA FrameworkHHS EA Framework

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HHS EPLC Framework

2

Project Selection Review

Project Baseline Review

STAGE GATE REVIEWS

Business Needs Statement

Business CaseProject CharterProject Management Plan

Project Management PlanPrivacy Impact AssessmentProject Process Agreement

DELIVERABLES

Annual Operational AssessmentDisposition PlanContinued Authority to OperatePrivacy Impact Assessment

Project Archives

Non-Phase-Specific Deliverables, including:•Updated Project Management Plan and Schedule•Earned Value Management data•Acquisition activities/deliverables•Periodic Investment Status Reports•Meeting minutes

Non-Phase-Specific Deliverables, including:•Updated Project Management Plan and Schedule•Earned Value Management data•Acquisition activities/deliverables•Periodic Investment Status Reports•Meeting minutes

1

Iterative Development (Optional)

Iterative Development (Optional)STAGE GATE

REVIEW LEGEND:STAGE GATE

REVIEW LEGEND:

Must be performed by IT governance

organization

Must be performed by IT governance

organization

May be delegated

May be delegated

Design DocumentComputer Match AgreementTest PlanContingency/ Disaster Recovery PlanSystem of Record Notice

Test Plan Business ProductO&M ManualSystems Security PlanSecurity Risk Assessment Training PlanTraining MaterialsUser Manual

Requirements Document

F

F

F

P

F

F

F

FD

FD

F

F

FD

FD

FD

FD

F

FD

FD

F

F

F

F

F

DELIVERABLES LEGEND:DELIVERABLES LEGEND:

Preliminary

Final Draft

Final

P

FD

F

DELIVERABLES LEGEND:DELIVERABLES LEGEND:

Preliminary

Final Draft

Final

P

FD

F

Business ProductProject Completion Report SLAs/MOUsContingency/ Disaster Recovery Plan

F

F

F

FD

PROJECT REVIEWS

Architecture Review

Integrated Baseline Review

Requirements Review

Detailed Design Review

Validation Readiness

Review

Independent Verification &

Validation Assessment

Implementation PlanTest Reports

F

F

F

F

F

FD

Authority to OperateSystem of Record Notice

F

F

Authority to OperateSystem of Record Notice

F

F

Post-Implementation

Review

System Re-Certification

System Re-Accreditation

Disposition Review

4

Operational Readiness

Review

4

Operational Readiness

Review

Implementation Readiness

Review

System Certification

System Accreditation

Implementation Readiness

Review

System Certification

System Accreditation

PlanningRequirements

AnalysisDesign TestDevelopment Implementation

Operations & Maintenance

DispositionConceptInitiation PlanningRequirements

AnalysisDesign TestDevelopment Implementation

Operations & Maintenance

DispositionConceptInitiation

O&M ManualSystems Security PlanSecurity Risk Assessment Training PlanTraining MaterialsUser Manual

F

F

F

F

F

F

F

Preliminary Design Review

3

Preliminary Design Review

3

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Stage Gate Review Process

PM

Critical Partners

• Deliverables• Exit Criteria Compliance• Known Issues

Next Phase

Discontinue Project

Approve

Prepare/Revise

ReviewIssues

Reject

Recommendations

Conditions

Not Approve (Issue Resolution)

Unresolved Issues

IT Governance

Approve w/Conditions

GateGate

48


STRATEGY ADM(Segment Architecture)

CPIC

EPLC

STAGE GATES

PR

ES

EL

EC

T

SECURITY

SOLUTION

From Segment to Investment at HHSFrom Segment to Investment at HHS

49


Questions?