1. 1 Vision & Leadership: “Vision without execution equals hallucination.” Noel Tichy, University of Michigan Business School, August 2003

2. 2 Data (What) Function (How) Network (Where) People (Who) Time (When) Motivation (Why) Objectives/ Scope List of things important to the enterprise List of processes the enterprise performs List of locations where the enterprise operates List of organizational units List of business events/cycles List of business goals/strategies Conceptual (Owners’ View) Entity relationship diagram Business process model Logistics networkOrganization chart with roles, skill sets, security issues Business master schedule Business rules Logical (Architect’s View) Data modelEssential data flow diagram; application architecture Distributed system architecture Human interaction architecture (roles, data, access), security requirements Dependency diagram, entity life history (process structure) Business rule model Physical (Designer’s View) Data architecture (tables and columns); map to legacy data System designSystem architecture (hardware, software types) User interface (how the system will behave), security design “control flow” diagram Business rule design Build & Implement (Programmer’s View) Data design, physical storage design Detailed Program Design Network Architecture Screens, security architecture (who can see what?) Timing definitions Rule specification in program logic Functioning System Converted dataExecutable programs Communications facilities Trained people, using the system Business eventsEnforced rules MOTIVATIONMOTIVATION ORGANIZATIONORGANIZATION BUSINESSBUSINESS

3. 3 BJA Diagram Source: Adapted from The challenge of crime in a free society. President’s Commission on Law Enforcement and Administration of Justice, 1967. This revision, a result of the Symposium on the 30th Anniversary of the President’s Commission, was prepared by the Bureau of Justice Statistics in 1997.

4. 4 CJ Business Modeling Blue = Domain Red = data exchange Rectangle = process

5. 5 What is a Process? The way work gets done

6. 6 What Is a Process Map? A visualization of how work is getting done How is it different from a flow chart? “Is” and “Should” process maps

7. 7 Why Process Mapping? Facilitate communication Identify internal and external customers Identify current disconnects and inefficiencies Each process step and “hand-off” is a potential for error, misunderstanding, waste! Develop measures (“milestones”) Identify and prioritize improvements Job aid Training

8. 8 The Big Picture A process does not occur in isolation A system and its subsystems Systems thinking: Improving the performance system County government: Intra- and inter- agency processes

9. 9 Kalamazoo Process Map Source: Kalamazoo Criminal Justice Council, 2002 Felony Case Systemwide Process Map accessed 5/26/03 at: http://www.kcjc.org/projects/mapping/maps.html

10. 10 Exchange Dimensions Event Agency Exchange Condition Information Document Source  Data Source

11. 11 Demo of Excel

12. 12 What is Integration? “The ability to access and share critical information at key decision points throughout the justice enterprise.”

13. 13 Integration Principles Data should be captured at the originating point, rather that trying to reconstruct it down line Data should be captured once and used many times The integrated system should be driven by the operational systems of participating agencies Justice agencies should retain the right to design, operate and maintain systems to meet their own operational requirements

14. 14 Integration Principles Integration will build on current infrastructure Security and privacy will be priorities in development of integration capabilities Establishing and confirming the positive identity of the subject is crucial Opportunity to analyze and reengineer justice business processes

15. 15 Integration Outcomes Ability to exchange info based on locally defined rules Minimize redundant data entry Provide event notification Provide data access control Reduce paper transfers Maximize data integrity Ensure appropriate privacy and security Expedite Inter-agency data transfer

16. 16 Justice Information Sharing Where are we? Where do we want to be? Why do we want to be there?

17. 17 Justice Enterprise Architecture How do we get there?

18. 18 Enterprise Organization

19. 19 The Only Enterprise “Bad Guy”

20. 20 Advocating your Vision: Creating Buy-In In the end, your vision is only as your commitment to the execution of it. Governing Magazine, August 2000

21. 21 Group Exercise Who are the stakeholders??? And… How do you communicate your vision?

22. 22 The Next Step: Governance or Oversight

23. 23 SEARCH Governance Model Executive Committee Chief, Sheriff, Command Staff Creates the Vision Removes Obstacles Operational Committee “Business Experts” Develops Operational Requirements Ad Hoc Committee Technical Committee Technical Staff Makes Operational Requirements Work Assesses Existing and Proposed Tech Solutions Ad Hoc Committee Project Manager Oversees Entire Project

24. 24 Arch Triangle NASCIO:Enterprise Architecture Framework Source: NASCIO. Enterprise Architecture Tool- Kit v2.0, 2002. P. 16. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

25. 25 NASCIO Framework Topology Architecture Blueprint Business Architecture Framework Architecture Governance Framework Architecture Governance Framework Business Architecture Framework Technology Architecture Framework Architecture Blueprint influences Technology Architecture Framework Source: NASCIO. Enterprise Architecture Tool- Kit v2.0, 2002. P. 31-32. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

26. 26 Governance Role Source: NASCIO. Enterprise Architecture Tool- Kit v2.0, 2002. P. 31. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

27. 27 Architecture Governance Primary Roles RoleTypeSignificanceTimeCombined With OverseerCommitteeHelpfulPart-Time ChampionIndividualCriticalPart-TimeAdvisor/ Manager ManagerIndividualCriticalFull-TimeChampion/ Communicator DocumenterCommitteeCriticalPart-TimeSME, Suppt, Projt Team CommunicatorIndividualCriticalPart-TimeReviewer/ Manager AdvisorEitherNecessaryPart-TimeChampion/ Reviewer ReviewerCommitteeCriticalPart-TimeCommunicator/ SME, Suppt, Proj Team AudienceEitherNecessaryPart-Time Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 33. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

28. 28 Planning Model Perceive Need Bring Key Stakeholders Together Develop Governance Structure Develop Decision-Making Process Develop Goals Determine Project Scope Complete Needs Assessment Create Information System Assess Costs and Secure Funding Implement System Inform & Educate Community Evaluate & Maintain System INFORMATION INTEGRATION INFORMATION INTEGRATION PLANNING MODEL PLANNING MODEL Influence of Critical Issues Project Management Vendor Issues Business Process Reengineering Privacy Requirements Funding Acquisition Strategies Security Requirements Basic Technology Design Data Integrity Acquisition Management Conversion Planning 132 4 7 8 6 5 9 1110 $ $ $ $ $ Funding on hand required; external payables likely. Source: IACP. Toward Improved Criminal Justice Information Sharing: An Information Integration Planning model. 2000.

29. 29 Governance Models Some More Examples-  Arkansas State  Kansas State  Virginia Beach, VA  San Diego, CA

30. 30 Arkansas State Arkansas State Architecture Governance Model Source: NASCIO. Enterprise Architecture Tool- Kit v2.0, 2002. P.47. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

31. 31 Kansas State Kansas State Architecture Governance Model Source: NASCIO. Enterprise Architecture Tool- Kit v2.0, 2002. P.49. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

32. 32 Virginia Beach Virginia Beach Architecture Governance Model Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 59. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

33. 33 San Diego San Diego CA Architecture Governance Model Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 57. Accessed on 5/26/03 at: https://www.nascio.org/publications/inde x.cfm