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

2. www.doi.gov/ocio/architecture 2 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

3. www.doi.gov/ocio/architecture 3 3 Overview of the Next Generation Federal Segment Architecture Guidance Initiative Colleen Coggins Department of the Interior (DOI)

4. www.doi.gov/ocio/architecture 4 Overview of the FSAWG Charter Purpose and Scope Purpose FSWAG 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. Scope The 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.

5. www.doi.gov/ocio/architecture 5 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

6. www.doi.gov/ocio/architecture All agency “best practice” documents were documented and analyzed for inclusion in the methodology. 6 Document NameAnalysis TechniqueClassification of Analysis Technique Template for Analysis Technique Document Includes a Process, Template, or Both? Methodology for Business Transformation (MBT) Strategy AnalysisPerformance/StrategyGoals and Objectives Diagram Both Methodology for Business Transformation (MBT) Stakeholder AnalysisPerformance/StrategySWOT Diagram Both Methodology for Business Transformation (MBT) Business Process AnalysisBusiness/ProcessValue Chain Model Both Methodology for Business Transformation (MBT) Business Process AnalysisBusiness/ProcessProcess Models Both Methodology for Business Transformation (MBT) Business Process AnalysisBusiness/ProcessActivity Models Both Methodology for Business Transformation (MBT) Enterprise Service AnalysisServicesServices Scoring Matrix Both Methodology for Business Transformation (MBT) Technical Standards ComplianceTechnologyTechnical Reference Model to Applications Matrix Both Methodology for Business Transformation (MBT) Authoritative Data Source AnalysisDataADS Tools Both Methodology for Business Transformation (MBT) Conceptual Solution AnalysisApplicationsConceptual Solution and Services Model Both Methodology for Business Transformation (MBT) Investment AnalysisCPICInvestment Scoring Template Both

7. www.doi.gov/ocio/architecture Results thus far using the Catalog and Analysis of Documents to dissect and identify analysis techniques used in best practices 7 FSAWG has adopted a stretch goal to integrate NIST 800-39 v1 for security and privacy

8. www.doi.gov/ocio/architecture 8 We are now in the process of developing the more detailed next level decomposition of the Top-Level FSAWG Methodology

9. www.doi.gov/ocio/architecture 9 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

10. www.doi.gov/ocio/architecture 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. 10

11. www.doi.gov/ocio/architecture 11 How to define and prioritize your Segments Colleen Coggins Department of Interior (DOI)

12. www.doi.gov/ocio/architecture DOI embraced a segment architecture approach to produce business-driven, actionable architectures and ensure a sustainable rate of transformation 12

13. www.doi.gov/ocio/architecture 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? 13

14. www.doi.gov/ocio/architecture 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 14

15. www.doi.gov/ocio/architecture 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

16. www.doi.gov/ocio/architecture 16 How to develop your Performance, Business and Data Architecture Marlene Howze Department of Labor (DOL)

17. 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). 17

18. 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 18

19. Performance Domain Description 19 * * Applicable to all Measurement Areas

20. Segment Performance Architecture Process  Step 1: Assess the baseline Performance characteristics against Segment Business Intent & Outcomes a) Activity: This step evaluates the Baseline performance characteristics and performance attributes against intended Segment outcomes. It identifies high-level performance inadequacies and highlights sub-standard performance issues. i. Inputs : Segment scope, intent and outcomes; Baseline Performance Architecture; Performance Requirements ii. Outputs : High-level baseline to target performance gaps (Mission & Business, Process & Activity, Customer Results, Technology & Data) iii. Method : Leverage SMART (Specific, Measurable, Achievable, Relevant, Time- Based) method to ensure Performance Objectives are appropriately constructed. 20

21. Segment Performance Architecture Process  Step 2: Develop the Target Performance Description a) Activity: This step evaluates the outputs of Step 1, as well as the Segment scope, intent and outcomes, and translates the results into Target Performance Descriptions. It begins to identify transition points between the baseline and target performance environment. (This step is repeated for alternative strategies in achieving Segment objectives in support of solution selection) i. Inputs : Segment scope, intent and outcomes; Baseline Performance Architecture; Performance Requirements; High-level baseline to target performance gaps (Mission & Business, Process & Activity, Customer Results, Technology & Data) ii. Outputs : High-level Transition and Target Performance Architecture description. iii. Method : Utilize a “Clarification Chain” technique to decompose Performance Objectives: – “Better” indicates something is different in some relevant way... – If it is relevantly different then it is observable... – If it is observable then it is observable in some amount... – If we can observe it in some amount then it is measurable. 21

22. Segment Performance Architecture Process (Cont’d)  Step 3: Validate the Target Performance EA a) Activity: Business and Strategic Stakeholders evaluate the Target Performance EA to ensure alignment with stated Segment objectives. i. Inputs : Segment scope, intent and outcomes; Baseline Performance Architecture; Performance Requirements; High-level baseline to target performance gaps (Mission & Business, Process & Activity, Customer Results, Technology & Data); High-level Transition and Target Performance Architecture description ii. Outputs : Target Performance Architecture Approval iii. Method : Line of Sight analysis ensuring stated objectives and outcomes are fully addressed by the Performance Architecture description. 22

23. 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

24. Segment Business Architecture Process  Step 1 – Assess the baseline Business Architecture against Segment Business Intent & Outcomes a) Activity: This step evaluates the Baseline Business description and performance attributes against intended Segment outcomes. It identifies high-level information, function and process inadequacies and highlights sub-standard business performance issues. i. Inputs : Segment scope, intent and outcomes; Baseline Business Architecture; Business Requirements ii. Outputs : High-level baseline to target business gaps (Functions, Processes, Information Exchange Packages, and Performance) iii. Method : Ensure Line of Sight through the establishment of architectural relationships between the high-level business architecture and target Segment Goals & Performance Objectives (Business & Mission) 24

25. Segment Business Architecture Process  Step 2 - Develop the Target Business Description a) Activity: This step evaluates the outputs of Step 1, as well as the Segment scope, intent and outcomes, and translates the results into a Target Business Description. It begins to identify transition points between the baseline and target business domain. (This step is repeated for alternative strategies in achieving Segment objectives supporting solution selection) i. Inputs : Segment scope, intent and outcomes; Baseline Business Architecture; Business Requirements; High-level baseline to target business gaps (Functions, Processes, Information Exchange Packages, and Performance) ii. Outputs : High-level Transition and Target Business Architecture description. iii. Method : Leverage Business Process Modeling to fully describe the Target state Business Architecture; Assess the gaps and overlaps in process execution and performance. 25

26. Segment Business Architecture Process  Step 3 - Validate the Target Business EA a) Activity: Business and Strategic Stakeholders evaluate the target business EA to ensure alignment with stated Segment objectives. i. Inputs : Segment scope, intent and outcomes; Baseline Business Architecture; Business Requirements; High-level baseline to target business gaps (Functions, Processes, Information Exchange Packages, and Performance); High-level Transition and Target Business Architecture description. ii. Outputs : Target Business Architecture Approval iii. Method : Segment owner and stakeholders ensure the Business Architecture description is robust to support subsequent decisions in the solution environment. 26

27. Segment Business Architecture Development 27 Create Business EA for Scenario(s) EA Team Business & Strategic Stake- holders Scenarios Identified? Scope, Outcomes & Intent 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

28. Segment Business Domain Description 28

29. Segment Data Architecture Process  Step 1: Assess the baseline Data Architecture against Segment Business Intent & Outcomes a) Activity: This step evaluates the Baseline Data description and performance attributes against intended Segment outcomes. It identifies high-level Information Package and Information Exchange inadequacies and highlights sub-standard data performance issues. i. Inputs : Segment scope, intent and outcomes; Baseline Data Architecture; Data Requirements ii. Outputs : High-level baseline to target information gaps (Information Exchange Packages (between Processes), Information Exchanges (between Applications / Components) and Performance (timeliness, accuracy, integrity, retention, etc.) iii. Method : Ensure Line of Sight through the establishment of architectural relationships between the high-level data architecture and target Segment Goals & Performance Objectives (Process & Activity, Data) 29

30. Segment Data Architecture Process  Step 2: Develop the Target Logical / Physical Data Description a) Activity: This step evaluates the outputs of Step 1, as well as the Segment scope, intent and outcomes, and translates the results into Target Data Logical and Physical Descriptions. It begins to identify transition points between the baseline and target data environment. (This step is repeated for alternative strategies in achieving Segment objectives in support of solution selection) i. Inputs : Segment scope, intent and outcomes; Baseline Data Architecture; Data Requirements; High-level baseline to target information gaps (Information Exchange Packages (between Processes), Information Exchanges (between Applications / Components) and Performance (timeliness, accuracy, integrity, retention, etc.) ii. Outputs: High-level Transition and Target Data Architecture description. 30

31. Segment Data Architecture Process  Step 3: Validate the Target Data EA a) Activity: Business and Strategic Stakeholders evaluate the Target Data EA to ensure alignment with stated Segment objectives. i. Inputs: Segment scope, intent and outcomes; Baseline Data Architecture; Data Requirements; High-level baseline to target information gaps (Information Exchange Packages (between Processes), Information Exchanges (between Applications / Components) and Performance (timeliness, accuracy, integrity, retention, etc.); High-level Transition and Target Data Architecture description ii. Outputs : Target Data Architecture Approval iii. Method : Segment owner and stakeholders evaluate the data architecture products to ensure sufficient detail to facilitate decision making activities in solutions detections. 31

32. Segment Data Architecture Development 32 Create Data EA for Scenario(s) EA Team Business & Strategic Stake- holders Scenarios Identified? Scope, Outcomes & Intent 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)

33. Segment Business Domain Description 33

34. Example DOL Segment Report Sections

35. 35 How to define your Services? Kunal Suryavanshi Human Resources Line of Business (HRLoB)

36. www.doi.gov/ocio/architecture 36 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

37. www.doi.gov/ocio/architecture 37 Payroll Processing Payroll Reporting Time and Attendance Manager Self-service Employee Self-service Pay Administration Benefits Counseling Benefits Processing Benefits Reporting Personnel Action Processing Position Classification Recruiting Application Management Learning Administration Workers Compensation Health and Fitness Unemployment Compensation Human Resources For the Human Resources service type, the SCM work group identified and defined 17 service components…

38. www.doi.gov/ocio/architecture 38 For the Human Capital Management service type, the SCM work group identified and defined 16 service components… Competency Management Succession Planning Workforce Planning Workforce Reshaping Organization Design Position Management Assessment Model Staffing Career Development Planning HRD Needs Assessment HRD Program Development Education / Training Delivery Human Capital Program Review and Assessment Performance Management Employee Relations Labor Relations Human Capital Management

39. www.doi.gov/ocio/architecture 39 Data Exchange Labor Cost Allocation Customer Support Call Center Management Customer Feedback Partner Relationship Management Marketing Employee Assistance Program Decision Support and Planning Reporting Data Mining Strategic Planning and Management Activity-Based Management Multimedia Modeling and Simulation Predictive Analysis Mathematical Methods Knowledge Management Content Management Records Management Project Management Consultative Services Program Management Requirements Management Quality Management Risk Management Change Management Configuration Management Process Tracking Case / 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

40. www.doi.gov/ocio/architecture 40 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 ??

41. www.doi.gov/ocio/architecture 41 The service delivery model recommends the tier at which the service will be provided legend: 0 1 direct access call center 2 3 subject matter expert decision maker

42. 42 Linking Segment Architecture with CPIC John Teeter Health and Human Services (HHS)

43. STRATEGIZEARCHITECT INVEST IMPLEMENT STRATEGY ADM (Segment Architecture) CPIC EPLC STAGE GATES PRESELECT SECURITY SOLUTION From Segment to Investment at HHS 43

44. 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 44

45. 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 Legislation Directives BusinessProblems Proposed Investment Alternatives 45

46. STRATEGIZEARCHITECT INVEST IMPLEMENT STRATEGY CPIC EPLC STAGE GATES PRESELECT SECURITY SOLUTION From Drivers to Investment at HHS Strategy Business Services Workforce Facilities BusinessProblems Directives Legislation HHS EA Framework 46

47. HHS EPLC Framework 47

48. Stage Gate Review Process 48

49. STRATEGIZEARCHITECT INVEST IMPLEMENT STRATEGY ADM (Segment Architecture) CPIC EPLC STAGE GATES PRESELECT SECURITY SOLUTION From Segment to Investment at HHS 49

50. www.doi.gov/ocio/architecture 50 Questions?