Succeeding with Component-Based Architectures: Summary &

Recommendations

An ICH/IAC Enterprise Architecture Out Brief to OMB SAWG and Federal CIO

Council AIC

John WeilerExecutive Director

ICH Architecture Resource Centerjohn@ICHnet.org

703.768.0400

ICH Architecture Resource Center

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Agenda

Current IssuesConcepts & ContextImplementation ChallengesBusiness Drivers & BenefitsEnablers & Critical Success FactorsRecommendations for TransformationDiscussion

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New IT Solution ParadigmCustom Development gives way to Application Assembly

Y e s t e r d a y

Design, Code & Test

• Focus on Component Assembly & Integration

• Model, Evaluate, & Acquire• Timeframes are 12-24 weeks!• Reliance on industry standards• Rate of change is high and

accelerating• Increased Agility & Adaptability of

Enterprise Systems

T o d a y

Architect, Acquire, Integrate

Services Oriented Architecture dictatesComponent-Based

SDLC process

Softwar

e Co

mpo

nent

s

& O

ff the

She

lf Pr

oduc

ts

• Focus is Software Development

• Code everything to spec• Timeframes 12-24 months• Complexity and rate of

change manageable (CMM)• Technology base Stable• Driven by data model &

structured methods

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Component-Based Architecture: Concepts

Services Oriented Architecture Way of thinking about systems as set of modular

services: business, data, infrastructure

Component-based Architectures (CBA) Approach to structuring enterprise

solutions that increases modularity and adaptability

Focus on component assembly Origins in OO and Component-based Development Required by Federal Enterprise Architecture

Program Management Office (FEAPMO.gov) Facilitates alignment of business and technology Consistent with Industry Best Practices

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CBA: Driven by BRM and Implements SRM

BRMCBAApplication Layer 1

InfrastructureLayer M

BRMSRM Appl Service Components Layer 1

InfrastructureService ComponentsLayer N

BRMBRMBusiness Lines

Sub-functions

Con

trib

uti

on

to F

ulfi

llmen

t

Fun

ctio

nal Tra

ceab

ility

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Challenges to EA Transformation

Current EA, SDLC & funding processes are not attuned to CBA, and encourage monolithic stove pipes.No consistent COTS evaluation & acquisition process Bureaucracy & culture protect against changeThe “Legacy Hurdle”

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Current EA and SDLC Processes Ineffective

Based on technology and standards (IDEF, UML)Poor alignment of stakeholder viewsNo cross-agency or cross-application business process refactoringAssume custom S/W developmentNo consistency enforcement of EA artifacts (inter- and intra-agency)Does not produce actionable or comparable output

Typically waterfall – not iterativeProduces monolithic apps – not modularNo consistent COTS evaluation and acquisition processInhibits use of commercial best practices & SW artifactsEncourage stove-pipe development

Traditional EA Methods Traditional SDLC Process

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Business Drivers & Benefits

Increased Adaptability & FlexibilityCapability Sharing = reduced redundancy Time to Market Lifecycle Cost Risk Mitigation

Consistent application of policy & guidanceInteroperability and Information SharingIT Value Chain and Business stakeholder alignment

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Agile Organizations Require Adaptable Architectures

1980’s and earlier

•Organization Focus

•Mainframe centric

•Monolithic•Internal use

1990’s

•Business Process Focus

•Client/Server•Monolithic•Business-to-business via EDI -file transfer

•Virtual organizations•Distributed Functions•Service oriented•Componentized•E-commerce•Real-time

New Millennium3rd party service providers

ExtranetInternet

Customers

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Enablers and Critical Success Factors

Enablers Technologies Exist to Enable CBA Commercial components available Standards & Best Practices Exist - Adopt them BRM is the starting point

Critical Success Factors Business Driven EA Approach Revised Solution Development Lifecycle focused on

COTS acquisition/integration Mechanism for Sharing and Managing Software

Assets Is Key

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OMB’s New SDLC Incorporates CBA in an Iterative Process

Artifacts and Activities

Performance Measures, Objectives, Outcomes (PRM) Business Objectives (BRM) Funding, Partnering Strategies

AcquisitionAcquisition

IntegrationIntegration

Identify Best Practices, technology Enablers, and Components

Existing Stake Holders, Business Processes, and Workflows

Existing Delivery and Access Channels (Portfolio) Must Have Functions, Features, and Info Exchanges Short and Long-Term Requirements Assessment of As-is state: Gap analysis

Define/Align Service Components Component Common Criteria, SLA Select COTS based on normalized EA

vendor submissions.

Define Component Relationships to BRM Wiring & Activity Diagrams, Component

Arch, Data Arch To-Be architecture ‘blueprints’

Prototype Solution Architecture

Verify ROI, business fit Validate Sequencing Plan

Iterative DevelopmentValue-Based Releases

Understanding theBusiness

Understanding theBusiness

Knowing What’s Possible

Knowing What’s Possible

Model the BusinessDefine the Gaps

Model the BusinessDefine the Gaps

Develop the“Blueprints”Develop the“Blueprints”

Obtain ComponentsObtain Components

Assemble theComponents

Assemble theComponents

ExecutionExecution Deploy Manage re-Baseline

Execute &Deploy

Execute &Deploy

DiscoveryDiscovery

RequirementsRequirements

StrategyStrategy

ArchitectureArchitecture

Initialization Ongoing Activities

Ongoing ActivitiesInitialization

OMB Process

Agency Processes

Ongoing ActivitiesInitializationOngoing ActivitiesInitialization

Ongoing ActivitiesInitialization

Phasing of Recommendations

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Recommendations for Transformation of EA

Reform COTS Process

Update Policy &Drive Cultural Change

Obtain Executive

Buy-In andSupport

Establish Management

Structure and Control

Define anArchitecture

Processand Approach

Develop Baseline Enterprise

ArchitectureDevelopTarget

Enterprise Architecture

Develop theSequencing Plan

Usethe

EnterpriseArchitecture

Maintain the Enterprise Architecture

Section 3.1

Section 3.2

Section 4

Section 5

Section 5

Section 5

Section 6

Section 7

Controland

Oversight

Controland

Oversight

Update EA & SDLC Processes

XML•Parse•Transform•Route•Manipulate

XML

DB

App

App

ServiceProvider

•SOAP•WSDL

•UDDI•ebXML

App

ServiceProvider

ServiceProvider

ServiceBroker

ServiceRequestor

ServiceRequestor

AdoptCommon Infrastructure

Depart. A

Agency

Depart. C

Agency

Agency

Agency

Establish Solution Center

Interoperability

Define Interop. Standards

Business Reference Model (BRM)• Lines of Business• Agencies, Customers, Partners

Service Component Reference Model (SRM)• Capabilities and Functionality• Services and Access Channels

Technical Reference Model (TRM)•IT Services•Standards

Data Reference Model (DRM)•Business-focused data standardization •Cross-Agency Information exchanges

Business-Driven Approach

Performance Reference Model (PRM)

• Government-wide Performance Measures & Outcomes• Line of Business-Specific Performance Measures & Outcomes

Define Ref.Model Linkages

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Update EA & SDLC Processes

Integrate CBA into Enterprise Architecture & Solutions Development Framework

Initiation Ongoing

OMB

Agency

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Define Reference Model Linkages

Agencies Need Assistance in Building Service & Data Architectures from BRM, SRM and DRM

Initiation Ongoing

OMB

Agency

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Adopt Common Information Infrastructure

Establish Technical Infrastructure (TRM), Acquire Appropriate Tools, Implement Component Repository

Initiation Ongoing

OMB

Agency

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Define Interoperability Standards

Establish Policies, Procedures, Technology Options for Interoperability & Information Sharing Across Agencies

Establish InteroperabilityStandards: Technology &Semantics (TRM)

Create InteroperabilityPlan Template

Monitor EmergingStandards

Update TRM

Establish RuntimePlatform (Based on TRM)

Adopt InteroperabilityStandards

Produce InteroperabilityPlan

Apply standards to newprojects

Incorporate standards intomajor infrastructureprograms

Initiation Ongoing

OMB

Agency

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Reform COTS Selection/Integration ProcessEstablish Common Process for Evaluating & Acquiring COTS/GOTS; Mechanism for Development of Common Components; Certification Process & Repository

Initiation Ongoing

OMB

Agency

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Update Policy & Drive Organizational Change

Organizational Change is Difficult: Treat Transformation as Change Management Project

Define Outcomes & Targets for Agencies

Create Project Template for Organizational/Cultural Change

Define Evolution Phases to CBA Maturity

Monitor Agency Progress

Create & Implement Change Management Program

Establish Training & Awareness Program

Establish Incentive/ Reward Program

Generate Frequent, Incremental Successes to Maintain Momentum

Reward/Promote Those Who Successfully Implement the Change

Initiation Ongoing

OMB

Agency

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Establish Solution Architecture and Component Integration Lab

MissionFoster Use of Common Services/Components Across Agencies

ProcessCOE

ComponentIntegration

Lab

CollaborationForum

CBASolutionCenter

ProcessCOE

ComponentIntegration

Lab

CollaborationForum

CBASolutionCenter

CBA Best Practices, Business Process Patterns, Linkages to Reference Models

Build consensus on Process & Data Factoring

COTS/GOTS Evaluation, Common Components, Certification of

Components

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ICH – Federal Engagements

DARPA*DEA** Education *EPA**HUD***OSD Health Affairs*** Intel Community *OSD DUSD ***DISA**BEP **INS ***TSA *

AF XI **Navy **NIMA *US Mint **FEMA **GSA ***Federal CIO Council *Treasury HQ *State Dept.**ITIPs **VA **

* Developing Proposal for Client** Proposal submitted, awaiting funds*** Proposal Accepted, In Contracts

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ICH – The OfferingsGovt Certified, on GSA Schedule

Enterprise Architecture Focus Component-Base Architecture Frameworks (aligns business with

technology) ICH Performance Metric Solutions Readiness Assessment EA Process Remediation

Capital Planning Focus A 11 – 300 Advisory and Assistance

Reference Model Management EA as the Integrator

EA Repository FEAMS Open Source DARPA DCAM

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ICH GSA Schedule

ArchitectureAssuranceServicesDeliverables

Annual Subscription

Mentoring Program

Validation Program

Immersion Program

Combine Offerings Duration

ICH Deliverables 60k 100k 150k 250k 500k

ICH Basic membership * * * * * 1 year

Architecture Audit * * * * 45 days/per

Project Plan * * * * 15 daysICH’s EA Process/Methodology Key Performance Indicator Descriptions * * * 15 daysThree day EA w orkshop, including training materials * * * 15 daysEA Leading-Practice Project Planning and Deliverable Templates * * * * 45 daysEA Process Assesment, Final Plan Certif ication, and Project Audit * * * 30 daysProject problem remediation and w orkshop support * * * 60 daysICH EA Framew ork Key Performance Indicator Descriptions * * * 30 daysThree day w orkshop on EA Framew ork Development * * * 15 daysICH’s leading-practices Architectural Templates * * * 45 days perICH accelerated w orkshop review s architecture audit report * * * 90 daysArchitecture quality problem remediation w ith SME support * * * 5 daysICH Bronze Branded EA Framework *

ICH Silver Branding *Organizational Readiness Assessment/Business Metric Identif ication * 45 days

Organizational Change Plan * * 45 daysImplementation Plan Assessment Report * * 90 daysRegulatory Compliance Audit (A11/130,GPRA, GISRA) * 45 days/per

ICH Gold Branding * 15 days