1. law, govt and politics
2. government

HOW TO BETTER USE
ENTERPRISE ARCHITECTURE
Dick Burk
Former Chief Architect
U.S. Government
The Seventh Virtual Government Seminar
University of Tokyo
Feb 24, 2012
Agency Example
Citizen-Centered, Results Driven Government
AGENCY EXAMPLE:
HOUSING MORTGAGE INSURANCE
AT THE
DEPARTMENT OF HOUSING AND
URBAN DEVELOPMENT
2
MORTGAGE INSURANCE LOB: CURRENT ARCHITECTURE
Citizen-Centered, Results Driven Government
3
Citizen-Centered, Results
Driven Government
MORTGAGE INSURANCE LOB: TARGET ARCHITECTURE
Citizen-Centered, Results Driven Government
4
RESULT: MORE EFFICIENT SUPPORT
FOR THE
BUSINESS
Functions
Processes
Transition Strategy
Citizen-Centered, Results Driven Government
Systems
Current
Architecture
Functions
Processes
Transition Strategy
Core Mission Areas
Enterprise Services
Target
Architecture
Reporting
Stakeholder Management
Financial Management
5
RETURN
Inputs
Outcomes
• Four months of time from Architects and Program Officials
• Three years to transition to target state
• $9 million dollars in DME (not including infrastructure)
•
•
•
•
Citizen-Centered, Results Driven Government
Outputs
ON INVESTMENT
Reduced the number of systems by nearly 80%
Minimized functional overlap in the Mortgage Insurance LoB
Modernized HUD’s technology base
Decreased the total cost of ownership from $28 million dollars to $16
million
• Increased the number of loans processed per day
• Identified faster, the number of lenders who are illegally
discriminating
• Identified earlier, the lenders providing HUD with bad loans
• Identified non-viable lenders, and responded faster
6
LESSONS LEARNED
Demonstrate value at the line of business level
 Change was driven by a business need: improve
services to citizens; not to save money; not to have
new IT
 Business leaders were resistant to change to the
business
 Express benefits in business terms

EXAMPLE 2: CONSOLIDATION OF PAYROLL
26 primary departments, each with its own payroll
office. Cost: $ 259 per employee /year
 Using EA, identify each agency’s payroll function and
its costs.
 Identify the 4 best payroll operations.
 Shut down all other payroll operations, and require
them to buy the service from one of the 4; chosen
competitively.
 Consolidate all payroll into 4 agencies.
 New cost: Dept of Health and Human Services with
65,000 employees: $90 per employee/year; 65%
reduction, saving $11 million in the first year.

LESSONS LEARNED
Substantial change can be made across a large
enterprise such as the U.S. Government. Substantial
benefits can be realized.
 Payroll was a routine, back office function; still
substantial resistance to change.
 Core citizen services are more difficult to change.
 Perseverance is vital

FOUR IDEAS FOR IMPROVING THE USE
OF
EA
IN
YOUR ORGANIZATIONS
1.
2.
3.
4.
After an initial “enterprise” view, decompose your
architecture to the line of business or “segment”
level.
Integrate your EA into the government’s budget
process.
Develop architectural principles for your
organization
Lead the change
Enterprise Architecture
A management tool for improving
an organization’s performance
by optimizing how it uses its resources.
Citizen-Centered, Results Driven
Government
11
DRIVERS FOR ENTERPRISE ARCHITECTURE
 Environment
is far more complex
 Less
time to operate
 Need
to “Spend Smarter” not “Spend More”
WHAT IS THE FEDERAL ENTERPRISE ARCHITECTURE
FRAMEWORK (FEAF)??
The Framework is a conceptual model that defines a documented,
coordinated structure for cross-cutting businesses and designs (data,
applications, and technology) and development implementations
across Government.
The FEAF and the FEA Reference Models are two different, but similar
things and they are used together in creating an enterprise architecture.
13
FEA REFERENCE MODELS
Business-Driven Approach
• Inputs, outputs, and outcomes
• Uniquely tailored performance indicators
Business Reference Model (BRM)
• Lines of Business
• Agencies, customers, partners
Service Component Reference Model (SRM)
• Service domains, service types
• Business and service components
Data Reference Model (DRM)
• Business-focused data standardization
• Cross-agency information exchanges
Technical Reference Model (TRM)
Citizen-Centered, Results
Driven Government
Architecture
Component-Based
Performance Reference Model (PRM)
• Service component interfaces, interoperability
• Technologies, recommendations
14
Federal Enterprise Architecture
Business Reference Model (BRM) v 2.0
The BRM v 2.0 identifies four (4) Business Areas that provide a high-level view of the operations the
Federal Government performs. The four Business Areas comprise a total of thirty nine (39) external
and internal Lines of Business and one hundred and fifty three (153) Sub-Functions.
The Services For Citizens Business Area
describes the mission and purpose of the United
States government in terms of the services it
provides both to and on behalf of the American
citizen. It includes the delivery of citizen-focused,
public, and collective goods and/or benefits as a
service and/or obligation of the Federal
Government to the benefit and protection of the
nation's general population.
The Mode of Delivery Business Area describes
the mechanisms the government uses to achieve
the purpose of government, or its Services to
Citizens. It includes Financial Vehicles, Direct
Government Delivery, and Indirect Government
Delivery
Support Delivery of Services provides the
critical policy, programmatic and managerial
Foundation to support federal government
operations
Management of Government Resources refers to
the back office support activities that enable the
government to operate effectively
Source: Federal EA Program Management Office (www.e-gov.gov )
15
Federal Enterprise Architecture
Performance Reference Model (PRM)
Source: Federal EA Program Management Office (www.e-gov.gov )
16
SERVICE COMPONENT REFERENCE MODEL
Source: OMB FEAPMO
17
FEA DRM Concepts
What does the
data mean?
Source: Data Architecture Sub committee, AIC
18
Federal Enterprise Architecture
Technology Reference Model (TRM)
Refers to the collection standard and specifications to
support external access, exchange, and delivery of Service
Components or capabilities. This area also includes the
Legislative and Regulator requirements governing the access
and usage of the specific Service Component
The Service Platform and Infrastructure Area defines the
collection of platforms, hardware and infrastructure
specifications that enable Component-Based Architectures
and Service Component re-use
The Component Framework Area defines the underlying
foundation and technical elements by which Service
Components are built, integrated and deployed across
Component-Based and Distributed Architectures. The
Component Framework consists of the design of application or
system software that incorporates interfaces for interacting
with other programs and for future flexibility and expandability.
This includes, but is not limited to, modules that are designed
to interoperate with each other at runtime. Components can
be large or small, written by different programmers using
different development environments and may be platform
independent. Components can be executed on stand-alone
machines, a LAN, Intranet or on the Internet
The Service Interface and Integration Area defines the discovery,
interaction and communication technologies joining disparate
systems and information providers. Component-based architectures
leverage and incorporate Service Interface and Integration
specifications to provide interoperability and scalability
Source: Federal EA Program Management Office (www.e-gov.gov )
19
Federal Enterprise Architecture (FEA)
2002-2012
• Maps data to Service
Components by information
flows
• Maps data to the
infrastructure to plan for
interoperability
Performance Reference Model (PRM)
• Inputs, Outputs, and Outcomes
• Uniquely Tailored Performance Indicators
Business Reference Model (BRM)
• Lines of Business
• Agencies, Customers, Partners
Service Component Reference Model (SRM)
• Service Domains, Service Types
• Business and Service Components
Data Reference Model (DRM)
• Subject Areas, Classifications, Data Elements,
• Data Properties, Data Representations
Interoperability / Information Sharing
(Business-Context Driven)
• Maps data to processes by
Lines of Business
Business and Performance-Driven Approach
• Maps data to inputs and
outputs that support
Performance Outcomes
Data Context
Data Description
Data Sharing
Technical Reference Model (TRM)
• Service Component Interfaces, Interoperability
• Technologies, Recommendations
Source: Federal EA Program Management Office (www.e-gov.gov )
20
FOUR IDEAS
FOR IMPROVING THE
USE
OF
EA
IN
YOUR ORGANIZATIONS
1.
2.
3.
4.
After an initial “enterprise” view, decompose your
architecture to the line of business or “segment”
level.
Integrate your EA into the government’s budget
process.
Develop architectural principles for your organization
Lead the change
WHY SEGMENT ARCHITECTURE?

Enterprise Architecture provides “big picture” view across the
organization

Segment Architecture focus on specific areas of the business
and is more detailed and results-oriented


Improve performance or customer service

Perform operations more efficiently and effectively
Based on the Business Reference Model (BRM) and Service
Component Reference Model (SRM).
Citizen-Centered, Results Driven
Government
23
Levels of Architecture in the FEA
Source: OMB EA Practice Guide
THREE TYPES OF SEGMENTS

Core Mission Area



Unique service area defining the mission or purpose of the agency
Core mission areas are defined in the agency Business Model.
Business Service:
Common or shared business service supporting a core mission area.
 Business services are defined in the agency Business Model and include the
processes and back office services used to achieve the purpose of the
agency.


Enterprise Service:
Common or shared IT service supporting core mission areas and business
services.
 Enterprise services are defined in the agency Service Model and include the
applications and service components used to achieve the purpose of the
agency.

Citizen-Centered, Results Driven
Government
25
SO WHAT DO SE GAIN FROM THIS SHIFT
SEGMENT ARCHITECTURE?
TO
Deliver business results from architecture quickly.
 Leads to an integrated portfolio of investments
around a business unit
 Leads to a single, business ownership of
architecture
 Leads to single management of implementation, i.e.,
an integrated program team
 Achieve strategic alignment
 Build trust
 Leads to a reasonable governance structure

So what is the scope of the Federal EA?
Source: OMB EA Practice Guide
STRATEGIC OUTCOMES
Operational excellence

More customer intimacy

Better services to citizens (customers)

More strategic agility
EA
Citizen-Centered, Results Driven Government

FROM
28
Source: Enterprise Architecture as Strategy, Jeanne Ross, Peter Weill and David Robertson
FOUR IDEAS
FOR IMPROVING THE
USE
OF
EA
IN
YOUR ORGANIZATIONS
1.
2.
3.
4.
After an initial “enterprise” view, decompose your
architecture to the line of business or “segment”
level.
Integrate your EA into the government’s budget
process.
Develop architectural principles for your organization
Lead the change
ENTERPRISE ARCHITECTURE
The purpose of EA is to optimize the management of
an enterprise’s resources.
 EA is expected to guide and inform key management
decisions
 EA precedes management decisions.

THE FEAF CONOPS: THE PERFORMANCE
IMPROVEMENT LIFECYCLE
INVEST
• Develop and maintain
enterprise architecture
• Review, reconcile and
approve segment
architecture for the
agency’s core lines of
business and common IT
services
• Select IT initiatives to
define the agency’s IT
investment portfolio
• Control IT investments
• Evaluate IT investments
4/13/2005
ARCHITECT
IMPLEMENT
• Develop and maintain
segment architecture
• Develop IT program
management plan
• Execute IT projects
END-TO-END GOVERNANCE
31
END-TO-END GOVERNANCE
• Develop and
maintain segment
architectures
• Develop IT
program
management plan
• Execute IT projects
Transition Strategy
• Select IT initiatives
to define the
agency’s IT
investment
portfolio
• Control IT
investments
• Evaluate IT
investments
Investment Portfolio
• Develop and
maintain
enterprise
architecture
• Review, reconcile
and approve
segment
architectures for
the agency’s core
lines of business
and common IT
services
Architectural Portfolio
PERFORMANCE IMPROVEMENT LIFECYCLE
FOUR IDEAS
FOR IMPROVING THE
USE
OF
EA
IN
YOUR ORGANIZATIONS
1.
2.
3.
4.
After an initial “enterprise” view, decompose your
architecture to the line of business or “segment”
level.
Integrate your EA into the government’s budget
process.
Develop architectural principles for your
organization
Lead the change
FEDERAL ARCHITECTURE PRINCIPLES
The Federal Government is Citizen-Centered

The Federal Government is a Single, Unified Enterprise

The Federal Government Operates Collaboratively

The Federal Architecture is Business-Driven

Security, Privacy and Protection of Information are Core
Government Needs

Information is a National Asset

The Federal Architecture Seeks to Simplify Government
Operations
Citizen-Centered, Results Driven Government

34
THE FEDERAL GOVERNMENT IS CITIZEN-CENTERED
Explanation:
Implications:
Citizen-Centered, Results Driven Government
Government functions are defined, valued and delivered in terms
of how they serve the needs of citizens, including both direct
services and regulating society to serve the public.

Agencies design and implement their business processes and
services from the perspective of the citizen, even when the
services cross lines of business and agency missions.

Requires the Federal Government wherever possible to
present to the citizen a single, “unified” face, reducing
duplicative, needlessly complex, inconsistent interfaces to the
users of government services.
35
CITIZEN-CENTERED SERVICES
The Historical Approach …
The Future Approach …
IT &
Services
IT &
Services
IT &
Services
EPA
IT &
Services
DOI
IT &
IT &
Services Services
IT &
Services
Treasury
IT &
IT &
Services Services
IT &
Services
USDA
State
IT &
Services
IT &
Services
VA
DOJ
IT &
IT &
Services Services
IT &
Services
IT &
Services
DOD
IT &
Services
IT &
Services
IT &
Services
HUD
IT &
Services
IT &
Services
Service for
Citizens
IT &
Services
IT &
Services
Health
Services
DOD
DOI
IT &
Services
Commercial
Provider
Service for
Citizens
Mortgage
Insurance
VA
Treasury
IT &
Services
State
DOJ
IT &
Services
IT &
Services
IT &
IT &
Services Services
HUD
IT &
Services
USDA
IT &
Services
= Service for Citizens
IT &
Services
IT &
Services
IT &
Services
IT &
Services
= Agency-specific Service
Commercial
Provider
Service for
Citizens
IT &
Services
IT &
Services
HHS
EPA
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
Citizen-Centered, Results Driven Government
IT &
Services
IT &
Services
HHS
IT &
Services
= Common Service
= Commercial Provider
IT &
Services
Commercial
Provider
36
THE FEDERAL GOVERNMENT IS
A SINGLE, UNIFIED ENTERPRISE
Explanation:
Implications:

Resource allocation is optimized at the federal level to
achieve common goals.

Information is optimized at the federal level to support
government-wide services and processes.
Citizen-Centered, Results Driven Government
The Federal Government operates as a single enterprise
providing decision-making flexibility at the agency level.
37
THE FEDERAL GOVERNMENT
OPERATES COLLABORATIVELY
Explanation:
Implications:
Citizen-Centered, Results Driven Government
Federal Government agencies, external government entities and
the private sector work collaboratively using commonly
accepted open standards to improve the quality, consistency
and cost-effectiveness of services.

Requires agencies to strengthen collaborative partnerships
with other agencies, state, local and foreign governments and
the private sector to deliver effective and efficient
government services.

Requires agencies to adopt open, non-proprietary, marketbased, voluntary consensus standards, as well as industry
38
best-practices.
THE FEDERAL ARCHITECTURE
IS BUSINESS-DRIVEN
Explanation:
Implications:

Business-approved architecture is a prerequisite for
investment.

The Federal Government and agencies will use their
enterprise architectures to guide and inform their capital
planning, budget and investment decisions.
Citizen-Centered, Results Driven Government
Government mission needs and priorities are the primary
drivers for architecture.
39
SECURITY, PRIVACY AND PROTECTION OF INFORMATION
ARE CORE GOVERNMENT NEEDS
Explanation:
Implications:
Citizen-Centered, Results Driven Government
Security, privacy and the protection of information are integral
parts of government operations, and are designed into the
architecture. Information must be protected against
unauthorized access, denial of service, and both intentional
and accidental modification.

Security and privacy requirements are defined in the context
of the business, and integrated into the entire architecture
throughout the business lifecycle.

Architectures must reflect policies to minimize improper use
40
of data, and minimize security violations.
INFORMATION IS A NATIONAL ASSET
Explanation:
Implications:

Requires the Federal Government to improve its internal
information sharing environment in order to better
disseminate information to the public.

Authoritative sources of high quality information and data
must be identified and maintained.
Citizen-Centered, Results Driven Government
Information is an asset needed by the public to understand the
activities of their government and it is an internal asset to be
leveraged across the single, unified enterprise to improve
performance, support decision-making, document agency
activities and enable accurate reporting.
41
THE FEDERAL ARCHITECTURE SEEKS
TO SIMPLIFY GOVERNMENT OPERATIONS
Explanation:
Implications:

Requires component-based and compatible application
development.

Requires agencies to share across government their own
best practices and reusable business and technical
components.
Citizen-Centered, Results Driven Government
The Federal Architecture is designed to reduce complexity and
enable integration to the maximum extent possible.
42
FOUR IDEAS
FOR IMPROVING THE
USE
OF
EA
IN
YOUR ORGANIZATIONS
1.
2.
3.
4.
After an initial “enterprise” view, decompose your
architecture to the line of business or “segment”
level.
Integrate your EA into the government’s budget
process.
Develop architectural principles for your organization
Lead the change
DICK BURK’S SEVEN RULES
FOR
USING EA
Be proactive
2.
Reuse what is in place
3.
Demonstrate courage
4.
Operate collaboratively
5.
Talk business, not IT
6.
Mission drives architecture
7.
Look for assistance beyond the organization
Citizen-Centered, Results Driven Government
1.
44
BE PROACTIVE
 Be
proactive:
Architecture precedes investment and takes time.

Enterprise architects need to be proactive in anticipating
needs and architecting solutions well in advance.

A compliance-driven EA mapping to an IT investment
portfolio will not drive change.
Citizen-Centered, Results Driven Government

45
REUSE
 Reuse
WHAT IS IN PLACE
what is in place:
Most mature organizations have documented methods,
processes, procedures and desired outcomes for
performing their core businesses.

Resist the urge to "reinvent the wheel“; embrace and use
these materials as your starting point.

Your EA program should add improvements to this body
of knowledge over time.

Your EA program is working well when it drives
improvements to your organization's core
"operating
46
manual"
Citizen-Centered, Results Driven Government

FEDERAL TRANSITION FRAMEWORK (FTF)
 What

A simple structure to organize and publish existing
information
 What

it is…
it isn’t…
Does not define new government-wide IT policy or
strategy
Citizen-Centered, Results Driven
Government
47
FTF CATALOG INITIATIVES
FTF Catalog Pilot Version
1. E-Authentication
2. IT Infrastructure Optimization
3. IPv6
FTF Catalog Version 1.0
Lines of Business (9):
E-Gov/Cross-Agency Initiatives (9):
1. Budget Formulation & Execution (BF&E)
2. Case Management (CM)
3. Federal Health Architecture (FHA)
4. Financial Management (FM)
5. Geospatial (Geo)
6. Grants Management (GM)
7. Human Resources (HR)
8. Information Systems Security (ISS)
9. IT Infrastructure Optimization (IOI)
10. Disaster Management
11. E-Authentication
12. E-Travel
13. Geospatial One-Stop
14. Grants.gov
15. HSPD-12
16. Information Sharing Environment
17. Integrated Acquisition Environment (IAE)
18. IPv6
Citizen-Centered, Results Driven
Government
50
BENEFITS OF THE FEDERAL TRANSITION FRAMEWORK


Goals

Increase the alignment of agency enterprise architecture with federal IT
policy decisions or other forms of official guidance

Increase sharing and reuse of common, cross-agency business
processes, service components and technology standards

Increase collaboration through agency participation in cross-agency
communities of practice
Agencies can

Get more consistent, complete, and detailed information about crossagency initiatives more quickly to inform their enterprise architecture,
capital planning, and implementation activities

Use that information to make more informed decisions about their IT
investments

Improve the effectiveness (i.e., performance) and efficiency (i.e., cost
and schedule) of their IT investments
Citizen-Centered, Results Driven
Government
51
FTF METAMODEL
Initiative Layer
Cross - Agency Initiative
Community of Interest
Guidance
Strategy and Performance Layer
PRM Measurement Area
PRM Measurement Category
Outcome
Requirement
Mandate
Business Layer
BRM Line of Business
BRM Business Sub function
Common Business Process
Taxonomy
Entity
Exchange Package
Query Point
Data Layer
Topic
Data Asset
SRM Service Type
Shared Service
Service Component Layer
Component Repository
SRM Service Component
TRM Service Category
Shared Component
Technology Layer
SmartBUY Agreement
Technology Standard
TRM Service Standard
Citizen-Centered, Results Driven
Government
GOTS Product
52
DEMONSTRATE COURAGE
 Demonstrate
courage:
Enterprise architects are, by definition, change agents
and this takes a certain amount of courage.

Architects must be willing to accept responsibility for
outcomes and influence people (in some cases "ruffle
feathers") outside of their immediate span of control.

Enterprise architects are senior leaders in their
organization and should never be satisfied with merely
creating good EA artifacts.
Citizen-Centered, Results Driven Government

53
OPERATE COLLABORATIVELY
 Operate
collaboratively:
Enterprise architects need to get out of their offices,
engage with stakeholders and business owners, and help
them solve their toughest problems.

The 80-20 rule applies here:
80% of the job is collaborating with others
 20% of the job is creating artifacts.

Citizen-Centered, Results Driven Government

54
TALK BUSINESS, NOT IT
 Talk
business, not IT:
The key to effectively engaging business owners is to use
their language, not IT-related jargon.

Business owners want to hear about:
Mission performance
 Customer satisfaction
 Cost savings
 Process and portfolio optimization
 Operational efficiency.


Don't talk to them about metamodels and artifacts.
Citizen-Centered, Results Driven Government

55
MISSION DRIVES ARCHITECTURE
 Mission
drives architecture:
If architecture precedes investment; then mission
precedes architecture.

The whole purpose of doing enterprise architecture is to
improve mission performance.

If you find yourself immediately diving into IT, then you
are missing this crucial aspect.
Citizen-Centered, Results Driven Government

56
LOOK FOR ASSISTANCE BEYOND
 Look
THE
ORGANIZATION
for assistance beyond the organization:
You are not in this alone.

There are many other organizations who can help you, all
you need to do is ask.

These include OMB, GAO and the IG.
Citizen-Centered, Results Driven Government

57
MAKING AN IMPACT…
 Do
 Keep

cost of interactions low
Add value!
 Measure
Citizen-Centered, Results Driven Government
not try to implement an end-to-end governance
framework all at once
 Focus on high value opportunities!
success, continuously seek opportunities to
improve
 Monitor value outcomes!
58
FEA Water Cooler
ありがとうございます。
INFORMATION RESOURCES
 “FEA
Practice Guidance.” OMB.
www.egov.gov
 “An
Introduction to Enterprise Architecture.”
Scott Bernard. 2004
 “Enterprise
Architecture As Strategy.” Jeanne
Ross, Peter Weill, David Robertson. 2006
HOW





TO RAPIDLY MATURE AN
EA PROGRAM
Review and understand management assessments and audit
implications.
Conduct an IV and V Assessment – or hire a capable contractor.
Identify gaps that can be filled relatively easily:
 Policy Statements
 Framework, Methods and Tool Selection (integrated approach)-need not make too big of a deal out of this
 Formalize EA Governance Groups (approved charters and
governance process responsibilities).
Set expectations across the Organizational Units for levels of
maturity and support for EA--link to CIO performance criteria at the
agency level.
Ensure all initiatives/investments are factored against the EA if not
derived in part from it.
EA ASSESSMENT FRAMEWORK 3.1
Version 3.1 of the Office of Management and Budget (OMB)
Enterprise Architecture Assessment Framework (EAAF)
is focused on identifying solutions for aiding agency
efforts to use information and information technology
(IT) to improve agency performance in four ways:
 Closing mission performance gaps identified via agency
performance improvement and strategic planning activities.
 Saving money and avoiding cost through
Collaboration and reuse
Process reengineering and productivity enhancements
Elimination of redundancy.
 Strengthening the quality of investments within agency portfolios
as reflected in critical attributes including (but not limited to):
security, inter-operability, reliability, availability, end-user
performance, flexibility, serviceability, and reduced time and
cost to deliver new services and solutions.
 Improving the quality, validity, and timeliness of program
performance output and outcome, program planning and
management, and cost accounting data and information.
Source: OMB Draft EAAF 3.0
OMB’s EA Assessment Framework (EAAF) 3.0
Each category is scored 1-5 Points and specific artifacts are required for each level (or points) as
proof. Agencies self assess and OMB gives feedback agreeing or disagreeing with scores
EA Completion



EA Use
EA Results
Linked to the Performance Assessment Rating Tool
Have to achieve 4.0 or higher in Completion, Use and Results to
keep “Green” rating in E-Gov Scoring
Segments development is key
Overview of the EA Assessment Areas
Completion measures:
• Incorporation of relevant architectural content from the cross-agency initiatives in
the Federal Transition Framework;
• Development of segment architectures;
• Linkage of horizontal layers of an agency’s performance, business, data,
services, and technology EA to where a line of sight exists from program
performance to all investments;
• Transition strategy to move from the baseline to the target architecture; and
• Alignment to the FEA reference models.
Use measures:
• Policies and procedures necessary for an agency to develop, maintain, and
oversee its EA; and
• Integration of EA with agency’s IRM programs and IT management processes
including strategic and capital planning, and program/project management.
Results measures:
• Agency cost savings, cost avoidance and mission performance improvements
“attributable” to the EA program; and
• IPv6, TIC, Federal Desktop and other implementation performance
• Implementation of KPI’s to show Program Performance

ASSESSMENT CRITERIA BY CAPABILITY AREA
Completion Capability Area







Performance Architecture
Business Architecture
Data Architecture (Information Management)
Service Component Architecture
Technology Architecture
Transition Strategy
Use Capability Area
EA Governance and EA Program Management
EA Change Management and EA Deployment
 Segment Architectures/Collaboration and Reuse
 CPIC Integration



Results Capability Area



Cost Savings and Cost Avoidance
Transition Strategy Performance
IPv6
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EA VALUE MEASUREMENT: OBJECTIVES
 Demonstrate
the value of the agency EA program
 Identify
opportunities to improve EA products and
services
 Justify
the allocation of agency resources to the
development and use of architectural products
 Fulfill
opportunities to improve EA products and services
and enhance customer service
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OVERVIEW

EA value measures are not intended to be used by the Federal Enterprise
Architecture Program Management Office (FEA PMO) to assess the
current level of EA program maturity.

One of the primary challenges of EA value measurement is to demonstrate
a cause-and-effect relationship between actions within the EA program
and improvements to agency performance.
In some cases, there may be many contributing factors resulting in a specific
performance improvement, of which the EA program is only one.
 Additionally, cause and effect may not always be proximate in time.
 The EA program may identify opportunities to make IT investments influencing
agency performance in future fiscal years


Appendix provides sample EA survey elements for subjective value
indicators.
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EA VALUE FRAMEWORK
Performance Improvement Lifecycle
Enterprise
Agency Enterprise
Architecture
IT Investment
Portfolio
Operating
Environment
Segment
Implement
Segment
Architecture
IT Investment
Business Case
Program
Solution
Invest
Solution
Architecture
Citizen-Centered, Results Driven Government
Architecture Levels
Architect
Projects
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TYPES

OF
EA VALUE INDICATORS
Subjective and Objective Value Measures
Subjective value measures capture the opinions of EA stakeholders.
 Objective value measures represent quantifiable EA value outcomes


Common/Shared and Agency-Specific Measures
Common/shared measures are applicable to any agency and can be
used consistently across Federal agencies
 Agency-specific measures apply in the context of specific agency’s
goals, programs, lines of business, or other agency-specific initiatives.

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USING EA PROGRAM VALUE MEASURES

Continuous improvement and answering EA value questions






Are stakeholders satisfied with the content and level of detail of the
agency EA to support business decision-making?
Does collaboration between EA program staff and business owners in
developing segment architectures result in increased stakeholder
satisfaction?
Does the EA Transition Strategy and integration with the CPIC
process have a measurable impact on the IT investment portfolio?
Does the development and implementation of the agency EA lead to
measurable improvements of agency performance milestones?
Is there a clear relationship between EA use and the implementation of
business/enterprise services?
Does the agency EA and segment architecture result in measurable
cost savings or cost avoidance?
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COMMON VALUE INDICATORS
Measurement
Area
Stakeholders
Type
Objective
Agency
Enterprise
Architecture


Senior
Leadership
CIO
Common Indicators


Total EA Assessment Score (including completion)
% of baseline and target architectures modeled within EA
repository

% of surveyed respondents indicating EA work products are
useful to support decisions for strategic planning. IT
planning and performance planning

% of IT investments compliant with agency transition
strategy

% of surveyed respondents indicating EA work products are
useful to support decisions for IT portfolio selection, control
and evaluation

Total cost savings/avoidance as a percentage of the total IT
budget.
Number of cross-agency service level agreements (provide
and subscribe)
Number of common/shared business processes, data
entities, and service components.
% of IT systems complaint with agency technical standards
profile
Subjective

IT Investment
Portfolio
Operating
Environment




IT Portfolio
Managers
Budget
Planners
CIO
Architects
IT Managers
Objective
Subjective

Objective


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COMMON VALUE INDICATORS
Measurement
Area
Stakeholders
Agency
Enterprise
Architecture
 Senior Leadership
 CIO
IT Investment
Portfolio
 IT Portfolio
Managers
 Budget Planners
Operating
Environment
Segment
Architecture
IT Investment
Business Case
 CIO
 Architects
 IT Managers
 Line of Business
Owners
 Senior Leadership
 CIO
 Budget
 Capital Planning
 CIO
Citizen-Centered, Results Driven
Government
Type
Common Indicators
Objective
 Total EA Assessment Score (including completion)
 % of baseline and target architectures modeled within EA repository
Subjective
 % of surveyed respondents indicating EA work products are useful to
support decisions for strategic, IT and performance planning
Objective
 % of IT investments compliant with agency transition strategy
Subjective
 % of surveyed respondents indicating EA work products are useful to
support decisions for IT portfolio selection, control and evaluation
Objective
 Total cost savings/avoidance as a percentage of the total IT budget.
 Number of cross-agency service level agreements
 Number of common/shared business processes, data entities, and
service components.
 % of IT systems complaint with agency technical standards profile
Subjective
 % of surveyed respondents indicating EA work products are useful to
support decisions for managing agency IT environment
Objective
 Number of enterprise segments with an assigned IPT
 Number of approved segments reconciled with agency EA
 Utilization of cross-agency architecture and E-Gov initiatives
Subjective
 % of surveyed respondents indicating EA work products are useful to
support decisions for lines of business and cross-agency collaboration
Objective
 Allocation of investments by segment type (core, business or enterprise)
 Consolidation resulting in fewer Exhibit 300 submissions
Subjective
 % of surveyed respondents indicating the architecture supports
investment decisions
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STEPS

FOR
MEASURING EA PROGRAM VALUE
Step 1: Define Value Measurement Areas
Identify Stakeholder Communities
 Identify EA Program Value Goals (Outcomes)
 Common Value Indicators


Step 2: Identify Measurement Data Sources

Step 3: Execute Value Measurement
Establish Baseline
 Establish Target Measures
 Measure Actual Value Results

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EA TRANSITION STRATEGY
AND
SEQUENCING PLAN
Citizen-Centered, Results Driven
Government
Line of Business
Segment Architecture
Project
Project
Project
Project
Project
1
2
3
4
5
Program B
Project
Project
Project
Project
6
7
8
9
Project
Project
Project
Project
Segment
Architecture
Program C
6
7
8
9
Program D
Project
Project
Project
Project
Segment
Architecture
Baseline
Segment
Architecture
Baseline
Segment
Architecture
Baseline
Segment
Architecture
Current EA “Baseline”
Program A
10
11
12
13
Performance
Improvement
Summary
Interim
Target 1
Interim
Target 2
Interim
Target 3
Target EA with Segments
Transition Strategy
= Project or Program Milestone
= Agency Performance Milestone
76
= Cross-Project Dependency