We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byRoger Garbett
Modified over 4 years ago
© 2009 The MITRE Corporation. All rights Reserved. Evolutionary Strategies for the Development of a SOA-Enabled USMC Enterprise Mohamed Hussein, Ph.D. The MITRE Corporation April 28, 2009 Approved for Public Release; Distribution Unlimited Case Number 09-1398
© 2009 The MITRE Corporation. All rights Reserved. Agenda 2 1Why a SOA-enabled Marine Corps Enterprise? 2What are the goals, problems and potential solutions in a nutshell? 3Development of Marine Corps SOA Framework 4Activity Model 5A1: Definition of the scope of Marine Corps Service Oriented Infrastructure (USMC SOI) 6A2: Development of Technologies Roadmap for USMC SOI 7A3: Performance of USMC SOI acquisition 8Control / Feedback loop among baseline activities 9Conclusions and Recommendations
© 2009 The MITRE Corporation. All rights Reserved. Why a SOA-enabled Marine Corps Enterprise? 3 ■Move towards net-centricity where DIEA 1 provides priorities for the realization of DoD’s net-centric strategic goals. Priorities are constrained with principles and business rules 1 Department of Defense, Office of the Chief Information Officer, Defense Information Enterprise Architecture, Version 1.0, April 11, 2008
© 2009 The MITRE Corporation. All rights Reserved. What are the goals, problems and potential solutions in a nutshell? 4 Goals: 1.Modernize information technologies (IT) to satisfy DoD’s net-centricity strategic goals 2.Align IT systems with ever evolving business processes via the emerging paradigm of service orientation Problems: 1.Stakeholder communications 2.SOA implementation approaches may lead to stove-piped / legacy on arrival solutions 3.SOA acquisition processes require novel approaches with new investments in human capital Evolutionary Solution Strategies: 1.Define SOA scope to improve stakeholder communication and collaboration opportunities 2.Develop SOA Technologies Roadmap to guard against stove-piped solutions 3.Perform acquisitions to realize the benefits of SOA while balancing the interdependence of reusable and composable services
© 2009 The MITRE Corporation. All rights Reserved. Development of Marine Corps SOA Framework 5 ■ SOA Framework is an iterative approach – Characterize the operating environment – Evolve technologies roadmap – Define governance to guide implementation at the enterprise and tactical levels. ■ Provide reusable techniques and processes ■ Enable program managers to visualize how they can collaboratively develop service-oriented systems ■ Ensure the alignment of implementation efforts with DoD, DON, and USMC guidelines and polices ■ Initial focus is on service oriented infrastructure (SOI) SOA Framework Characterize Operating Environment Evolve Technology Roadmap Define Governance at the Seams
© 2009 The MITRE Corporation. All rights Reserved. Activity Model 6 IDEF0 Sample Function Box and Data Arrows 1 Department of Commerce, National Institute of Standards and Technology, Computer Systems Laboratory, Processing Standards Publication 183, Integration Definition for Function Modeling (IDEF0), December 1993 ■ Preliminary high level activity model developed with the IDEF0 standard 1 ■ Baseline activities – Definition of the scope of USMC SOI – Development of Technologies Roadmap for USMC SOI – Performance of USMC SOI acquisition Function Box InputOutput MechanismCall Control
© 2009 The MITRE Corporation. All rights Reserved. Activity Model – A0: Develop SOA-Enabled Enterprise 7
© 2009 The MITRE Corporation. All rights Reserved. 8 Description – A0: Develop SOA-Enabled Enterprise ActivitySub-ActivityDescription A0: Develop SOA- Enabled Enterprise A1: Define SOI ScopeThe scope of the development of SOA-enabled enterprise will be defined. With each successive spiral, the scope will be updated and refined. Stakeholders will actively participate in the definition of the scope. A2: Develop SOI Technologies Roadmap The technologies roadmap will be developed within the scope of the development of the service oriented enterprise. The roadmap will include investigation and validation of emerging technologies. A3: Perform SOI Acquisition Service oriented infrastructure will be acquired. Performance of the acquisition process will be monitored and documented and will provide feedback into the development of the technologies roadmap.
© 2009 The MITRE Corporation. All rights Reserved. Activity Model – A1: Definition of the Scope of USMC SOI 9
© 2009 The MITRE Corporation. All rights Reserved. Description – A1: Definition of the Scope of USMC SOI 10 ActivitySub-ActivityDescription A1: Define SOI Scope A11: Define Terms and Concepts SOA terms and concepts will be defined with concrete examples to foster a common understanding as to the direction the Marine Corps is going with regards to service orientation. A service orientation vision statement becomes a future target the Marine Corps will use to align and realign service orientation activities. A12: Define Stakeholders Internal and external stakeholders will be identified. They will then work to refine inputs that feed other service oriented activities. Technologies will be shared among stakeholders and the Marine Corps so as to ensure that development activities align with the service orientation vision statement. A13: Define Success Criteria and Time Frames Relevant service oriented stakeholder development timeframes and dependencies will be assessed. Relevant decision points and metrics for measuring success will be developed. A14: Define Scenario and Vignettes Stakeholder developments will be mapped to relevant mission threads. Scenarios and vignettes will then be created.
© 2009 The MITRE Corporation. All rights Reserved. Activity Model – A2: Development of Technologies Roadmap for USMC SOI 11
© 2009 The MITRE Corporation. All rights Reserved. Description – A2: Development of Technologies Roadmap for USMC SOI 12 ActivitySub-ActivityDescription A2: Develop SOI Technologies Roadmap A21: Define Deployment Environments Deployment environment will be defined in order to understand Marine Corps IT constraints. Particular attention should be paid to understanding where the Marine Corps environment differs from the standard operating environment of many of the SOI technologies. A22: Analyze and Investigate Technologies Based on an understanding of the deployment environment, focused analysis and investigation will be performed to influence the Marine Corps technologies roadmap. A23: Define Technologies Roadmap An iterative technologies roadmap based on the Marine Corps environment, sound analysis and investigation will be defined and evolved over time.
© 2009 The MITRE Corporation. All rights Reserved. Activity Model – A3: Performance of USMC SOI acquisition 13
© 2009 The MITRE Corporation. All rights Reserved. Description – A3: Performance of USMC SOI acquisition 14 ActivitySub-ActivityDescription A3: Perform SOI Acquisition A31: Evaluate Acquisition Capacity The Marine Corps' current acquisition capacity will be evaluated. Evaluations will include personnel skill sets, structure, and program management capabilities. A32: Analyze Existing & Desired Infrastructure This activity will analyze existing infrastructure. Gaps between current and desired end-states will be identified. A33: Develop Spiral Plans & Processes Acquisitions of complex system of systems require careful planning, which must be controlled with well-defined processes and reusable frameworks. Spiral plans and processes will be developed that build blocks of the system on top of each other. A34: Select/Allocate Providers to Roles This activity will define roles for providers in terms of specialty, select them on the basis of competitive acquisition strategies, and task them accordingly. A35: Acquire Spiral Infrastructure This activity will lay out the process for acquiring spiral infrastructure. With each spiral acquisition, the overall work will be decomposed into acquisition segments that target a specific space of the infrastructure. The activity will coordinate the segmented efforts towards a spiral capability.
© 2009 The MITRE Corporation. All rights Reserved. Activity Model: Node Tree 15
© 2009 The MITRE Corporation. All rights Reserved. Control / Feedback Loop among baseline activities 16 Define SOI Scope Develop SOI Technologies Roadmap Perform SOI Acquisition Stakeholder Inputs Technologies Roadmap Analysis Gap Reports Analyzed and Investigated Technologies
© 2009 The MITRE Corporation. All rights Reserved. Conclusions and Recommendations 17 Conclusions: ■ Execution of baseline activities for the development of SOA-enabled USMC enterprise will help in the movement towards DoD’s strategic goals of net- centricity. ■ Defining the relationships between scoping, analysis/investigation and acquisition increases communication among stakeholders, guards against stove-piped solutions and improves the acquisition process. ■ Stakeholders can collaborate better with the joint evolution of an activities model such as the one described. That level of cooperation will be key to ensuring understanding of the scope of the SOA development that the Marine Corps is undertaking. Recommendations: ■ Different Marine Corps commands and/or organizations can take ownership of the different activities once the model matures with a high level of confidence. ■ A USMC SOA consortium can jointly monitor the evolution and the implementation of the activities in the model. ■ A multi-service SOA consortium can jointly establish coordinated SOA development activities across the DoD.
© 2008 The MITRE Corporation. All rights reserved A Service Oriented Architecture (SOA) Approach to Department of Defense Architecture Framework (DoDAF)
WP4 – 4.1 and 4.2 Preparatory activities for the creation of the WATERMODE permanent network 1 Technical Committee Meeting Venice, June 24-25, 2010 VENETO.
Roadmap for Sourcing Decision Review Board (DRB)
Planning: Processes and Techniques
Scope of TOGAF ADM The scope of the four architecture domains of TOGAF align very well with the first four rows of the Zachman Framework, as shown in the.
Chris Reisig, Task Group Chairman December 17, 2009 NDIA EHM Committee EHM Technology Transition Study Report.
U.S. Department of Housing and Urban Development (HUD) Enterprise Architecture Managing the Paradigm Shift Deborah Carter, CEA Director, Office of Enterprise.
V i s i o n ACCOMPLISHED ™ Portfolio Management Breakthroughs Shelley Gaddie President Project Corps Pacific Northwest Portfolio Management Roundtable.
Systems Engineering in a System of Systems Context
Enterprise Architecture. 2 Agenda What is Enterprise Architecture (EA)? Roles in EA? Why is EA Important? Tangible Benefits from EA? What Do We Need to.
Connecting People With Information DoD Net-Centric Services Strategy Frank Petroski October 31, 2006.
A Presentation for the Enterprise Architect © 2008 IBM Corporation IBM Technology Day - SOA SOA Governance Miroslav Petrek IT Software Architect
© 2006 Carnegie Mellon University Establishing a Network Centric Capability: Implications for Acquisition and Engineering Dennis Smith Complex System Symposium.
IT Governance Portfolio and Project Management in State Government Chris Cruz, Chief Information Officer, California Department of Food and Agriculture.
Program Management Overview (An Introduction)
Contractor Assurance Discussion Forrestal Building Washington, D.C. December 14, 2011.
Planning and Strategic Management
IT Governance and Management
Aust. AM Collaborative Group (AAMCOG) An introduction to ISO “What to do” guide 20th October 2014.
project management office(PMO)
© 2019 SlidePlayer.com Inc. All rights reserved.