Melanie Rhinehart Date: 21 March 2006

Melanie Rhinehart Date: 21 March 2006
Reducing Application Costs Through Business Partnerships and Actionable Architecture Melanie Rhinehart Date: 21 March 2006

Enterprise Architecture (EA) Opportunities
DOI Business Vision Other Government Influences BLM Business Vision LEGEND Legend Long-Term Opportunities BEA Influence Areas DOI IT Strategic Plan BLM IT Strategic Plan Mid-Term Opportunities BLM and DOI Modernization Blueprints Updates to DOI Enterprise Transition Plan “Master” Data Reuse Project Portfolio Data Management Business Process Reengineering Information Technology Infrastructure Application Architecture Examples BLM and DOI Modernization Blueprints Using the Methodology for Business Transformation process Short-Term Opportunities BLM Portfolio Optimization Activities / Projects BLM Enterprise Architecture Services in support of the Capital Planning and Investment Control processes BLM Technical Enterprise Architecture Integration Activities / Projects Conceptual Target Application Architecture Bureau Enterprise Architecture Repository Technical Reference Model BLM IT Investments for WO-200, WO-300, WO-700 and WO-800 BLM ITIB Meeting March 21 – 23, 2006

Short-Term Opportunities

Enterprise Architecture Infrastructure (EAI)
Description Recommendations to improve IT infrastructure in investment, maintenance, and operations areas Opportunity/Benefits These opportunities can reduce ongoing operations, development, and maintenance costs Areas of opportunity Take action to better manage IT assets and changes—link to help desk for better service Expand centralized Website management—reduce cost in updating / changing layout Continue to move Web systems to a standard environment—reduce platforms and multiple operational environments to yield cost savings Analyze expansion of lower-cost way to deploy Windows systems—thick-to-thin client may reduce development costs and deployment issues Analyze opportunities for sharing server machines—reduce equipment costs Replace currently unreliable data storage—increase application availability / reduce downtime and cost, improve user satisfaction Evaluate major Licensing Agreements for lower fees—consolidate / reduce licensing fees Steps to move forward Explore each recommendation by restarting efforts to capture quantitative cost, impact, and benefit information Better manage IT assets and changes – Evaluate use of industry solutions to automatically track IT assets and assist with managing related changes to the IT environment. Link these solutions to the BLM help desk to identify hardware software issues. Major concerns could be targeted for investigation and stats prepared to identify rebate cost from vendor. Asset management for licensing and hardware requests; again providing metrics for volume licensing and procurement. Centralized Website management – Accelerate prototyping and adoption of BLM wide Content Management System (CMS). CMS systems are fundamental infrastructure software that make it much easier to manage the information content of websites across a large enterprise like the BLM. Cost savings realized through standardized global look and feel without significant expenditures. Once applications are converted, there is minimal cost to implement global changes. Standard Operating Environment for Websites –Support this standard environment to reduce platforms and technologies to reduce operating and maintenance costs. Identify applications for conversion to move to the supported environment as well as the fundamental software used in the environment. Analyze expansion of lower-cost way to deploy Windows systems – Evaluate legacy applications which could be supported via this updated Windows system deployment best practice. Determine costs to redevelop versus using this deployment strategy. Sharing of server machines – Determine servers that could be consolidated and shared based on low usage, thus promoting lower licensing, hardware, maintenance and operational fees. For example, if three machines are similar and are 15% utilized, those three could be combined into one new machine that would cost significantly less from many perspectives. Storage of data on the BLM network – Replace unreliable equipment with newer, more reliable storage alternatives, such as a Storage Area Network (SAN) solution. This will result in increased availability of systems with benefits that include a higher user satisfaction and lower operational maintenance costs. Note: The availability issues will not go away until the Dell’s are replaced – expect additional web outages. Evaluation of major Licensing agreements – This could be a Department as well as Bureau effort. For example, a fundamental software component called ColdFusion is used heavily within NPS, BLM, and MMS and is procured without a negotiated Enterprise license, resulting in larger cost. Also, SMS data could be used to evaluate any need for volume or enterprise agreement e.g. Adobe / Trimble, etc. Short-Term Opportunities BLM ITIB Meeting March 21 – 23, 2006

IT Asset Management (ITAMS) Example
Description Goal is to improve efficiency and reduce costs of the IRM business functions, by providing a centralized repository for information on IT assets where all IT business functions can input information into and draw information out of that repository Opportunity/Benefits Use of the Remedy toolset—The DOI has recommended Remedy to be the asset management tool of choice Leverage Current BLM Capabilities—Leveraging the current BLM help desk policy and procedure controls with data collected from SMS (an already used data gathering tool within the BLM) Develop a “Cookie Cutter” approach—Deploying from a smaller perspective and later rolling out the application in a staged manner might prove to be the most effective strategy in developing a centralized BLM asset repository Steps to move forward Re-evaluate existing IT Asset Management Business case (ITAMS) Description: To date, the Bureau's IT business functions cannot effectively plan and manage their areas because they cannot accurately track the IT assets and related costs which affect them Opportunity/Benefits: Develop a “cookie cutter” approach: Leveraging NIRMC’s charter and their current SMS database baseline efforts would be an effective way to develop and deploy a centralized asset repository Wayne’s Notes: The Bureau is looking for ways to implement new business practices capable of producing real cost savings. The timing may be favorable to look at the potential of developing Remedy’s IT Asset Module in concert with the Remedy Helpdesk software which is already in place throughout the Bureau as a potential cost savings solution. The Remedy database is capable of maintaining critical IT information on the Bureau’s IT infrastructure including servers, PC’s, software, projects, maintenance, replacement schedules and more, giving BLM the ability to perform accurate prototype modeling using all these data elements together and producing real cost savings. Developing the automated IT Asset Management Module of Remedy could eventually provide the BLM with the ability to link this information together and bring about fiscal accountability for the entire BLM IT Infrastructure. The steps required to re-launch this Bureauwide project requires a project manager to collect all the work that has already been done and link it to the capabilities of Remedy. Two years ago the ITIB was briefed on an IT Asset Management project, but the project was stalled in part because the Department had not approved the use of a software tool capable of performing this activity. That is now changed, and together with all the good work that has been accomplished since then, this may be a good time for the ITIB to revisit the prospects of this important project. Short-Term Opportunities BLM ITIB Meeting March 21 – 23, 2006

Short-Term Opportunities
Short-term Application Architecture Examples – WO-200/WO-500 Partnership Projects Recreation Management Information System (RMIS) Conversion In-house conversion of this application from non-standard software to the NIRMC standard Web operating environment will save roughly 200K in re-development costs Reuse of existing applications (PlanTrax) NIRMC is working with WO210 to develop a plan to reuse and extend an existing Wyoming planning website The PlanTrax system would track Resource Management Plans as they move through their development and approval cycles Reuse of the existing site and standard Web environment would save an estimated 50K in development / implementation costs Rangeland Improvement Project System (RIPS) Re-host In-house re-host of RIPS to the NIRMC standard Web operating environment and standard underlying IT software retired 120+ DOS stand-alone systems and printers from field offices Reduced time to generate Public Land Statistics Report from 3 weeks to 3 minutes Short-Term Opportunities BLM ITIB Meeting March 21 – 23, 2006

Mid-Term Opportunities

Master Component Reusability Library (MACREL) Project
Description Proposal to perform analysis, high-level, and low-level design of shared software components for selected WO-200 systems Opportunity/Benefits BEA support of initial attempt at “service-oriented architecture” A “service-oriented architecture” is an IT best practice where IT systems are restructured to provide “services” that other systems can share instead of re-implementing the services themselves Implementation of MACREL would reduce duplication and maintenance costs of master “text” data (geospatial data handled by eGIS and others) Examples: Person, Organization, Treatment, Species, Allotment Steps to move forward 2QFY06—gain WO-200 approval to proceed 3QFY06—work in partnership with WO-300 to identify possible areas of collaboration 4QFY06—perform Statement of Work and prepare deliverables Due to organizational and historical reasons, the BLM has funded separate and distinct project IT investments that, in their inner workings, manage program-specific versions of the same mission-critical data. The problem is that, in most cases, this data is not managed as a whole and is not shared between the systems. This leads to confusion when information from multiple systems needs to be matched for reporting and data entry needs, and leads to significant additional expense to maintain multiple versions of the same data. The intent of this proposal is to analyze the situation and propose a solution to address the multiple investment issue and better leverage WO220’s IT O&M funding by eliminating the need to manage multiple copies of the same data. The BEA team would support WO220 in this initial attempt at a Service-Oriented Architecture. The proposal, when implemented, would reduce data duplication and maintenance for “master” data (Geospatial “master” data would be handled by eGIS and other WO300 systems). Examples of the types of “master” text data that the MACREL project would analyze are shown – you can see that these data elements would have broad applicability beyond just WO200. Steps forward are to gain WO200s approval to proceed with the analysis, and to then consider whether to include WO300 systems for a more complete solution. Lastly, the proposed SOW would be performed and the deliverables prepared for consideration by the decision-makers to decide whether to proceed with the implementation of the selected “master” components. Mid-Term Opportunities BLM ITIB Meeting March 21 – 23, 2006

Reusable Data Components WO-200 Implementation Example
Description Weeds and Emergency Stabilization & Rehabilitation (ES&R) both create Treatment Data Opportunity/Benefits To implement the MACREL data component library by starting with a concrete, current need within WO-200 (ES&R and Weeds) Enable trusted, accurate, comprehensive, and secure data Reduce maintenance of common data across multiple systems Shorten development time and costs Steps to move forward Approve MACREL proposal Develop process, guidelines, and criteria for developing reusable data component Over the next 18 months, work with Weeds and ES&R to develop Treatment component Determine other areas of reusability in WO-200 and WO-300 Description: The Weeds project is implementing its national database for weeds, including Treatments, in April of ES&R, which also performs Treatments, is looking at construction of their system in FY Much of the Treatment metadata required by both business functions is the same. However, each function requires unique information (views) related to Treatments. Benefits: Allow more predictable logic and accurate, trusted, comprehensive, and secure data Remove the need to support multiple investments and maintain common data multiple times Shorten development cycles; increase development productivity; deliver functionality in less time with less effort, lower development and operations and maintenance (O&M) costs. Steps to Move Forward Approve MACREL Proposal Develop process, guidelines and criteria for developing reusable data components (MACREL) which includes ownership, funding and modifications to a reusable component Over the next 18 months, work with Weeds and ES&R (and other interested parties) to develop the first component Determine other areas of reusability in 200 and 300. In this case, it is better to give “a man” a fish (MACREL), then to teach him how to fish (let him develop his own version of the same thing). Mid-Term Opportunities BLM ITIB Meeting March 21 – 23, 2006

National Monitoring Strategy (NMS)
Description A multi-year initiative to enhance the efficiency and effectiveness of BLM monitoring efforts The BEA proposal to develop a business-based evaluation on proposed and existing activities related to the National Monitoring Strategy. The analysis will provide the NMS team with a prioritized view of each investment with risks and proposed actions. Opportunity/Benefits Provide NMS with analyses that it can use to determine which projects / investments will best meet their goals and objectives Provide an assessment of Vegetation Monitoring and Analysis Program (VMAP) and its potential for a national system of monitoring methods and measurements Provide a list of reusable data components for monitoring (MACREL) Steps to move forward Evaluate existing and proposed Monitoring projects against BEA evaluation criteria for Business, Data, Applications and Technology Complete Data analysis of the vegetation and monitoring systems Gather business requirements from existing FY06 monitoring projects including ES&R, RIPS, RAS, Allotment data, and VMAP Develop a Resource Monitoring blueprint using the Method for Business Transformation (MBT) process Additional Description: assessment, inventory, and monitoring efforts, to standardize data collection, evaluation, and reporting in a way that improves the defensibility of BLM’s land use decisions and enhances our ability to manage for multiple uses. Mid-Term Opportunities BLM ITIB Meeting March 21 – 23, 2006

National Geodatabase Description Movement of “National Data Layers” into a “National Geodatabase” over last 6 months National Geodatabase is part of the EGIS project Opportunity/Benefits Being used as a location where geospatial data layers of national interest can be stored, maintained, and made available to all users within BLM Providing a place where data can be merged together into a single data layer for other applications to use it and become spatially enabled Steps to move forward Continue to work with the Business areas to identify potential “national geospatial data layers” for inclusion in this geodatabase Develop data standards and develop the database design for those data layers Convert and QA/QC the data for publication via the geodatabase The following data layers are in progress or being prepared: Grazing Allotments- the EGIS National Geodatabase is being used as the platform for QA/QC of the data as a national dataset. The final version will eventually be maintained on the NILS data server Land Use Planning Boundaries- loaded and currently being QA/QCd Wild Horse & Burro HAs and HMAs- database design being developed, data loading to occur within March/April timeframe NLCS Boundaries- revised data standards are being developed and should be implemented this FY. Data Conversion and QA/QC planned for this FY. A single storage location for the Herd Areas and Herd Management areas means that the WHBPS development team only has to create a single pointer to the location for accessing the geospatial data to provide map views from their application. When moving data from statewide servers and local desktops to be merged into a ‘national data layer’, it is imperative that the national data steward (from the business) be involved to assist in identifying the appropriate data maintainers. Through the data steward then help standardize the update and maintenance process so that the data maintains its quality and uniformity over time. Having the actions occur in a single location assist in this matter but are not the only answer. ???Movement has been slow at times and the effort is moving forward with moderate support from the business. GIS personnel have been instrumental in getting the data ready and loaded. ??? Mid-Term Opportunities BLM ITIB Meeting March 21 – 23, 2006

ES&R Business Process Reengineering (BPR)
Description Began in Nevada as an effort to reduce and track post-fire seed costs BLM-wide BPR effort conducted ES&R program system business case developed and approved Opportunity/Benefits Revised policies documented and “proof of concept” implemented in select locations resulting in: Reduced costs due to concurrent monitoring, evaluating, and analyzing capabilities Clear roles and responsibilities that define expectations and outcomes Improved cost reporting Steps to move forward Share common business practices (e.g., monitoring) with other BLM business areas and other DOI agencies Implement National ES&R Program System Background BLM-wide BPR effort conducted. Premise: Reduce costs Track costs and performance Products: As-Is process model (IDEF0) To-Be process model (IDEF0) Gap analysis (difference between current and desired processes) Data Model (based on To-Be processes) Investment Proposal and Business Case developed and approved for proposed National ES&R System Current Implementing new processes in several locations using active projects Significant improvement in ability to track costs is being realized Future Work with National Monitoring Strategy team Share monitoring and treatment business processes with other applicable programs (e.g. weeds) Share business processes with other DOI agencies Mid-Term Opportunities BLM ITIB Meeting March 21 – 23, 2006

Planning Protest Response Process Description Evaluate Land Use Planning (LUP) protest response process to reduce lengthy cycle time Responses completed in an average of 5 months, regulations stipulate 90-day target Opportunity/Benefits More timely resolution of LUP protests will: Improve service to public Allow more timely implementation of BLM Plans Provide ability to share historical response information and lessons learned Steps to move forward Implement high-priority recommendations Establish dedicated protest team Streamline initial intake of protest letters Develop and track performance metrics and targets Implementation Priorities: Priority 1: Establish Dedicated Protest Team Priority 2: Streamline Initial Intake of Protest Letters Priority 3: Standardize the Identification of Protest Issues Priority 4: Identify Consistent Process for Program Review Priority 5: Review and Revise Standard Responses Full list of recommendations (not prioritized): 1: Set-up Common Area Central Location for Protest Files 2: Standardize the Format for Protest Receipt 3: Establish Dedicated Protest Team 4: Develop and Document Clear Guidelines for the Development of Issues 5: Document Clear Guidance for State/Field Office 6: Provide Protest Response Training to State/Field Office 7: Develop and Use Automated Templates for Final Response 8: Formalize Quality Control Process 9: Implement a Searchable Protest Database 10: Develop and Track Process Performance Measures Mid-Term Opportunities BLM ITIB Meeting March 21 – 23, 2006

Long-Term Opportunities
DOI Business Vision Other Government Influences BLM Business Vision LEGEND Legend Long-Term Opportunities BEA Influence Areas DOI IT Strategic Plan BLM IT Strategic Plan Mid-Term Opportunities BLM and DOI Modernization Blueprints Updates to DOI Enterprise Transition Plan “Master” Data Reuse Project Portfolio Data Management Business Process Reengineering Information Technology Infrastructure Application Architecture Examples BLM and DOI Modernization Blueprints Using the Methodology for Business Transformation process Short-Term Opportunities BLM Portfolio Optimization Activities / Projects BLM Portfolio Optimization Activities / Projects BLM Enterprise Architecture Services in support of the Capital Planning and Investment Control processes BLM Technical Enterprise Architecture Integration Activities / Projects Conceptual Target Application Architecture Bureau Enterprise Architecture Repository Technical Reference Model BLM IT Investments for WO-200, WO-300, WO-700 and WO-800 BLM ITIB Meeting March 21 – 23, 2006

DOI and BLM Modernization Blueprints
Description BLM IT System transition plans delivered to WO-200, WO-700, and WO-800 BEA / Renewable Resources leading the DOI Management Planning Blueprint Opportunity/Benefits Ongoing work with WO-200 and WO-700 to implement recommendations WO-200 MACREL and BPR; BEA will perform WO-700 competency BPR WO-800 recommendations delayed while Financial and Business Management System (FBMS) retrenches BEA/BLM needs to continue to participate in DOI Blueprints to protect BLM’s strategic interests Steps to move forward Gain WO-200 MACREL approval and continue BPR efforts with WO-200 Continue to work with WO-700 to position for Office of Personnel Management (OPM) initiatives Monitor FBMS/DOI Modernization Blueprint and support WO-800 transition plans Coordinate participation in the DOI Blueprints Over the past 2 ½ years, the BEA team has delivered IT System transition plans (also known as Target Application Architectures or Modernization Blueprints) to the 200, 700 and 800 directorates. These Blueprints delivered findings and recommendations for aligning the directorate’s IT portfolios with IT direction at the BLM and at the DOI. The BEA team work has been focused on WO200, WO700 and IT infrastructure as partnership opportunities have presented themselves. The BEA team is leading the DOI Management Planning DOI Blueprint with the Renewable Resources and Planning Directorate. This blueprint will be instrumental in identifying fundamental business process and IT system improvements that will be presented for approval to the DOI IRB and governing bodies, as well at the BLM ITIB. With WO200, implementation of the Blueprint recommendations continues with the Master Component Reusability Library proposal, as well as Business Process Reengineering work in the Planning Protest business area in WO210. The BEA team is also working with WO700 to deploy their Workforce Planning system and to conduct a BPR of their skills competency model. WO800 recommendations are currently on hold while a new contractor for FBMS is procured. To move forward, the BEA Team awaits approval to proceed on MACREL and is continuing BPR work on the budget process in WO210. We need to continue to work with WO700 to position BLM systems to migrate to the OPM HR Line of Business Federal solution. For the Financial Line of Business, we will continue to monitor the FBMS situation and the DOI Financial Modernization Blueprint. Developments there may change WO800’s transition plans as FBMS is rolled-out, and the BEA Team can assist with those plans if requested. Strategically, it will very important for the BEA and other BLM organizations to coordinate their participation in the DOI Blueprints since this is the mechanism used by the DOI to gain support for programs at the OMB. Long-Term Opportunities BLM ITIB Meeting March 21 – 23, 2006

BLM Alignment with DOI Transition / Sequencing Plan
Description Delivered to Office of Management and Budget (OMB) 2QFY06 Quarterly OMB updates required for BLM plan portion Opportunity/Benefits BEA can assist with implementation plans for Fire, Law, Financial, and Recreation Blueprints created by DOI BEA assisting with BLM deployment of DOI infrastructure initiatives BEA / WO-700 positioned for DOI Human Resources (HR) Blueprint BEA providing LUP DOI Blueprint leadership BEA working with monitoring team to develop strategy Steps to move forward Continue to work with DOI and BLM on transition plans Long-Term Opportunities BLM ITIB Meeting March 21 – 23, 2006

Reusable Application and Data
Communications CPIC / CM Process Tools BLM Architecture Reference Models (e.g., common business practices and services) Reusable Application and Data Components BEA Communications builds a stronger BLM foundation Growing integration of the BEA with other BLM project activities (e.g., CPIC, CM) Long-Term Opportunities BLM ITIB Meeting March 21 – 23, 2006

Document Abstract Revision History
Key Words: Architecture Architecture Area: Subject Function Code: MD 1230 Contract #: NBD020221 Task Number: 8 High level presentation prepared for the March 2006 ITIB meeting and presented by Melanie Rhinehart. Revision History Doc Status Rev. Date Author/Editor Description of edit Filename/lineage Draft 060228 ktrujillo/mrhinehart Initial release bea_pres_060321itib.ppt BLM ITIB Meeting March 21 – 23, 2006

Melanie Rhinehart Date: 21 March 2006

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