1. June 3, 20151 E-Gov and the Federal Enterprise Architecture Presentation to the Ontolog Forum Marion A. Royal November 06, 2003

2. June 3, 20152 The Federal Enterprise Architecture is a business-focused framework The Federal Enterprise Architecture (FEA) is providing OMB and Federal agencies with a new way of describing, analyzing, and improving the Federal Government and its ability to serve the citizen The FEA will eliminate the organizational obstacles that have historically hindered improvement without forcing reorganization The FEA is a business-focused approach and is not just for IT The FEA provides a common framework for improving a variety of key areas: -Budget allocation -Horizontal and vertical information sharing -Performance measurement and budget/performance integration -Component Based Architecture -Cross-agency collaboration -Improved service to the citizen -e-Government -Process integration -Call center convergence -and more Citizen Centered:Business Line Focus:

3. June 3, 20153 Business Reference Model (BRM) Lines of Business Agencies, Customers, Partners Service Component Reference Model (SRM) Capabilities and Functionality Services and Access Channels Technical Reference Model (TRM) IT Services Standards Data Reference Model (DRM) Business-focused data standardization Cross-Agency Information exchanges Business-Driven Approach Performance Reference Model (PRM) Government-wide Performance Measures & Outcomes Line of Business-Specific Performance Measures & Outcomes The Federal Enterprise Architecture will drive consolidation and transformation Federal Enterprise Architecture (FEA) Component-Based Architecture

4. June 3, 20154 What Will the FEA Reference Models Do? Provide consistent definitions and constructs of the business, performance and technology of the Federal Government. Serve as a foundation to leverage existing processes, capabilities, components and technologies to build target enterprise architectures. Facilitate cross-agency analysis and the identification of duplicative investments, gaps, and opportunities for collaboration within and across Federal Agencies.

5. June 3, 20155 The Lines of Business of the Federal Government, independent of the agencies Page 5 Version 2.0 of the BRM includes: 4 Business Areas 39 Lines of Business 153 Sub-functions Version 2.0 of the BRM includes: 4 Business Areas 39 Lines of Business 153 Sub-functions

6. June 3, 20156 Regulatory Management Support Delivery of Services Policy and Guidance Devel. Public Comment Tracking Regulatory Development Rule Publication Knowledge Mgmt CRM Content Mgmt Collaboration Search Portal Personalization Business Reference Model ( BRM ) Rule Publication Service Component Reference Model ( SRM ) Technologies Platforms J2EE.NET Windows NT Data Mgmt ODBC JDBC Business Logic Technical Reference Model ( TRM ) Performance Reference Model (PRM) Outcomes, Measurements, Metrics Business lines and functions Supporting technology and standards Enabling capabilities, components, and services Component-Based Architecture Service Layers Service Types Service Components Data and Information Reference Model (DRM) Classification, Categorization, XML, Sharing The FEA is being constructed through a set of inter-related “reference models” Page 6

7. June 3, 20157 FEA Common Process View Background – Development Drivers BRM has not been sufficiently built-out to provide the needed level of detail on work performed Agency approaches to process level definition, decomposition, and depiction vary greatly Limits ability to create meaningful linkages to performance, data, components, IT infrastructure, and security & privacy controls – within and across Agencies Constrains analysis of Federal lines of business and cross-Agency IT investments Impedes identification of opportunities for reform and transformation

8. June 3, 20158 FEA BRM Hierarchy Focus on Decomposition to the Process Level Lines of Business Lead Processes Sub-Functions Internal Functions Business Areas Line Processes Sub-Processes Activities Tasks Process Definition, Decomposition, and Depiction Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level n Business Value Chain Line of Business (BRM) Owner & Sponsor Performance (PRM) Stakeholders Roles & Responsibilities Resources -work force -Components (SRM) -IT infrastructure (TRM) -other assets Location Information Transactions & Exchanges (DRM) Interfaces & Dependencies Timing Controls -governance -business rules -entry & exit conditions -Security & privacy Process Attributes Agency Level of Detail Will not be addressed by the FEA

9. June 3, 20159 Preliminary Approach Determine Path from Processes-Patterns-Components Determine Business Patterns Define and Decompose Business Processes Identify Application Patterns Select Service Components Reuse or Develop Solutions Select, Configure, and Integrate Products Process Types Process Attributes Business Pattern Recognition Questions Application Pattern Recognition Questions Process Types Management Processes Core/Mission Processes Support Processes Process Attributes Line of Business (BRM) Owner & Sponsor Performance (PRM) Stakeholders Roles & Responsibilities Resources -work force -components (SRM) -IT infrastructure (TRM) -other assets Location Information Transactions & Exchanges (DRM) Interfaces & Dependencies Timing Controls -governance -business rules -entry & exit conditions -Security & privacy Reference Architectures Architectural Patterns Design Patterns Analysis Patterns Business Patterns Self-Service Collaboration Information Aggregation Extended Enterprise Access Integration Patterns Application Integration Patterns Application Patterns Runtime Patterns Directory Registry Repository Composite Patterns

10. June 3, 201510 Security & Privacy Directory, Repository, Registry Applications Information Exchange Security & Privacy Subjects & Schema Security & Privacy Interoperability Standards & Specifications Process Definition Decomposition Depiction Security & Privacy Metrics & Indicators Measures Security & Privacy Context & Conditions Workflow Performance Reference Model (PRM) Business Reference Model (BRM) Service Component Reference Model (SRM) Technical Reference Model (TRM) Data Reference Model (DRM) Object Modeling UML, MOF, Meta-Model Object Modeling UML, MOF, Meta-Model Reusable Patterns & Components Preliminary Approach Define Process Attributes Reusable Patterns & Components

11. June 3, 201511 Data & Information Reference Model

12. June 3, 201512 DRM Ownership/Stewardship

13. June 3, 201513 Component Life Cycle AIC Subcommittees (AIC SC) Develop Capabilities Identify Gap Maintain, Update, Retire Use Publish Certify Register Components AIC SC CIO OMB Component Life Cycle Approval Process AIC SC Recommend/ Mandate

14. June 3, 201514

15. June 3, 201515 Purpose of Process Analysis We want to encourage groups of process owners to answer two questions together How alike are these processes? How are these processes related?

16. June 3, 201516 Process Likeness and Relationships Identity – same purpose and outcome, stakeholders, inputs, outputs, major activities, and performance attributes Shared customer – linked purposes, different outcomes, parallel stakeholder relationships, sometimes links between activities, and potentially shared performance attributes Structural – different purposes, similar outcomes, parallel stakeholder relationships, same type of inputs and outputs, parallel major activities, and similar performance attributes Linked – shared purpose and outcome, same owner but other stakeholders may be in different roles, output of one process an input to the other, different activities, likely shared performance attributes Facing – connected purposes and symmetric outcomes, different owners with each owner a key stakeholder in the other process, key output of one process a key input of the other, different activities but some mirroring is likely, and performance attributes are meaningful in at least one direction if not both directions

17. June 3, 201517 Performance Attributes Outcomes Duration Cost per occurrence Conditions of satisfaction –Process behavior –Rules passed/compliance –Assessment

18. June 3, 201518 Input and output types Document/Report Record Message Physical product Event (mostly input)

19. June 3, 201519 Stakeholder roles Performer Owner Sponsor Inspector Beneficiary Bystander

20. June 3, 201520 Types of process information Demographic – name(s), purpose and outcome, owner, key stakeholders, performance attributes Gross discriminators – input, output, major activities Fine discriminators – input and output type, relationships to other processes, flows between major activities

21. June 3, 201521 Level 0 Questions Who is the chief beneficiary of this process? Who cares chiefly about the outcome? Who must be satisfied for the process to be considered to have completed successfully? –Citizen (G to C) –Business (G to B) –Employee (G to E) –Other government (G to G) Is the chief beneficiary performing the major activities? Is the process responsive to the actions of the chief beneficiary? If yes, self- service.

22. June 3, 201522 Level O Questions – continued If someone other than the chief beneficiary of the process is performing some of the major activities, is the chief beneficiary interacting extensively with that other stakeholder? Is the chief beneficiary receiving communications and making choices during the process? If yes, collaboration. If someone other than the chief beneficiary of the process is performing all or most of the major activities, is that stakeholder drawing primarily on internal or external information? If internal, information aggregation. If external, extended enterprise.

23. June 3, 201523 Business Patterns Self-service: chief beneficiary performs major activities and has significant impact on the process outcome Collaboration: two or more stakeholders interact extensively to achieve a joint outcome Information Aggregation: a performer other than the chief beneficiary of the process draws mostly on capabilities within his or her organization Extended Enterprise: a performer other than the chief beneficiary of the process draws substantially on capabilities from outside his or her organization