1. Interior Enterprise Architecture (IEA) Department of the Interior (DOI) Presented by: Diane A. Woodson-Reeves, Department Business Architect March, 2008 Business Architecture at DOI: Moving Forward!!

2. Page 2 Click to edit Master title style www.doi.gov/ocio/architecture The Intent of Enterprise Architecture: Enterprise Architecture is about planning and implementing business transformation As architects, we are service providers that help business organizations become more effective and efficient. Our services facilitate effective use of organizational resources to achieve mission objectives, ensuring that investments deliver products and services that meet customer expectations.

3. Page 3 Click to edit Master title style www.doi.gov/ocio/architecture Agenda The Business of the Interior Department Establishing a Line of Sight Process Architecture Enterprise Improvement Agenda

4. Page 4 Click to edit Master title style www.doi.gov/ocio/architecture The Business of the Interior Department

5. Page 5 Click to edit Master title style www.doi.gov/ocio/architecture Services for Citizens Litigation and Judicial Services Income Security Disaster Management Natural Resources Environmental Management Community & Social Services Education Health Law Enforcement General Science & Innovation Disaster Monitoring and Prediction Disaster Preparedness and Planning Disaster Repair and Restore Emergency Response Scientific & Technological Research and Innovation Water Resource Management Conservation, Marine and Land Management Recreational Resource Management and Tourism Illness Prevention Public Health Monitoring Consumer Health and Safety Community and Regional Development Social Services Legal Defense Legal Investigation Resolution Facilitation Criminal Apprehension Citizen Protection Property Protection Crime Prevention Housing Assistance Food and Nutrition Assistance Survivor Compensation Environmental Monitoring and Forecasting Environmental Remediation Pollution Prevention and Control Elementary, Secondary, and Vocational Education Cultural and Historic Preservation Cultural and Historic Exhibition The Complexity of DOI Business 4 6 8 4 1 4 1 8 8 6 Economic Development Business/Industry Development Financial Sector Oversight Intellectual Property Protection Industry Sector Income Stabilization Energy Energy Resource Mgmt. Energy Supply Energy Conservation/Preparedness Energy Production 4 6

6. Page 6 Click to edit Master title style www.doi.gov/ocio/architecture DOI Business Areas - Based on Strategic Plan and ABC information.

7. Page 7 Click to edit Master title style www.doi.gov/ocio/architecture There is a difference between the Business Reference Model and a Business Function Model Business Architecture BRM  A taxonomy of business functions with definitions.  Does not decompose beyond the sub-function.  Does not provide a complete understanding of any organization Business Model  A representation or depiction of the business.  Decomposes to the lowest level of the business operation.  Can provide a complete understanding of an organization’s operations when fully attributed

8. Page 8 Click to edit Master title style www.doi.gov/ocio/architecture Business Architecture Structure Business Area Lines of Business Internal DOI Functions Business Area Process DOI Functions Process Start End Processes Activities Tasks Service FEA BRM Hierarchy Department of the Interior

9. Page 9 Click to edit Master title style www.doi.gov/ocio/architecture Terminology Functions Processes Activities Tasks Related business activities performed to produce an end product or provide a service. Have a specific beginning and an end point marked by the delivery of a product or output. A group of business tasks usually executed in a sequential fashion to achieve intermediate results. The smallest unit of work performed by an organization. Limited in duration and scope. A logical set of business processes performed on a continual basis. Have no specific beginning or end point.

10. Page 10 Click to edit Master title style www.doi.gov/ocio/architecture Establishing a “Line of Sight”

11. Page 11 Click to edit Master title style www.doi.gov/ocio/architecture Measure the efficiency of inputs and outputs, processes, and project deliverables. Establishing the “Line of Sight” Strategic Goal Outcome Goal Intermediate Outcome Output Process Efficiency Measures Effectiveness Measures Measure the effectiveness of program strategy, products, and services. Program Project

12. Page 12 Click to edit Master title style www.doi.gov/ocio/architecture 1.Performance Improvements can only be attained by understanding and adjusting the business process. 2.Programs are better positioned to meet performance goals when there are plans that address enterprise- wide process improvements. Establishing the “Line of Sight”

13. Page 13 Click to edit Master title style www.doi.gov/ocio/architecture Structured Planning: Strategic to Tactical Vision Mission Goals Mission End Outcome Goals Intermediate Outcome Goals Plan Implementation Plan Development DOI Program Project Inputs Project Outputs Project Inputs

14. Page 14 Click to edit Master title style www.doi.gov/ocio/architecture Establishing “Line of Sight” Establish a “line of sight” from the investment to the processes and activities it supports and ultimately, to its outputs and outcomes.

15. Page 15 Click to edit Master title style www.doi.gov/ocio/architecture Process Architecture

16. Page 16 Click to edit Master title style www.doi.gov/ocio/architecture Provides an organizing framework to synchronize business elements that are critical to mission performance and managing change. Process Architecture

17. Page 17 Click to edit Master title style www.doi.gov/ocio/architecture Provides a link to other aspects of the business Delivers a clear product to the stakeholder or another process Usually triggered by an event that begins a course of action and signals the satisfaction of a required response upon delivery of a product or service Provides a link to other aspects of the business Delivers a clear product to the stakeholder or another process Usually triggered by an event that begins a course of action and signals the satisfaction of a required response upon delivery of a product or service Process Architecture Business Process - Why do we need it?

18. Page 18 Click to edit Master title style www.doi.gov/ocio/architecture Managing: Deliver guidance to the core business processes Core: Mission-related processes that directly support the stakeholder or consumer Enabling: Deliver support services and reusable assets to core processes. Managing: Deliver guidance to the core business processes Core: Mission-related processes that directly support the stakeholder or consumer Enabling: Deliver support services and reusable assets to core processes. Process Architecture Business Process - Types

19. Page 19 Click to edit Master title style www.doi.gov/ocio/architecture DOI Process Architecture Roadmap 1. Measure and monitor process performance on an ongoing basis. 2. Align investments with processes, projects, programs and strategic direction. 3. Facilitate process efficiency and streamlining of business operations. Management Objectives

20. Page 20 Click to edit Master title style www.doi.gov/ocio/architecture DOI Enterprise Improvement: An Enterprise-wide Focus on Improving Performance

21. Page 21 Click to edit Master title style www.doi.gov/ocio/architecture Enterprise Improvement is a collaborative approach to achieving enhanced value and performance for the Interior Department business operations, utilizing the synergy and collective knowledge of program managers and process owners DOI-wide. What is Enterprise Improvement??

22. Page 22 Click to edit Master title style www.doi.gov/ocio/architecture The Enterprise Improvement strategy: Provides a DOI business community platform for learning and collaborative innovation to affect operational change. Includes a focus on business performance, but delivers greater value through the synergistic effects of collaboration and key financial data Works with program managers and process owners that have an intimate knowledge of business challenges What value can we expect from Enterprise Improvement??

23. Page 23 Click to edit Master title style www.doi.gov/ocio/architecture Enterprise Improvement has a business management perspective. Strategy Process People Allows the organization to achieve business performance objectives by focusing on excellence in carrying out the process. Three major components of delivering Enterprise Improvement

24. Page 24 Click to edit Master title style www.doi.gov/ocio/architecture Why is Enterprise Improvement important? Complexity of the DOI Mission Critical nature of things for which we are responsible Ability to achieve strategic goals/objectives OMB mandates for Investment performance and “Line of Sight” Management of DOI resources Complexity of the DOI Mission Critical nature of things for which we are responsible Ability to achieve strategic goals/objectives OMB mandates for Investment performance and “Line of Sight” Management of DOI resources Enterprise Improvement has a business management perspective.

25. Page 25 Click to edit Master title style www.doi.gov/ocio/architecture Context for Enterprise Improvement Management Direction Enterprise Business Strategy Enterprise Process Improvement Enterprise Investment Portfolio Enterprise Modernization Initiative informs Supported by Shared capabilities and assets Incremental business transformation Is carried out in Enterprise Improvement has a business management perspective.

26. Page 26 Click to edit Master title style www.doi.gov/ocio/architecture Key components: Process Center of Excellence Process Evaluations and Consultation Enterprise Improvement Map Performance Management, Program Management, Collaboration, Standards, Support Tools and Training Process Consulting, Process Evaluations, Process Improvement, Process Measurement Segment Business Strategy, Segment Portfolio Management, Enhancing the efficiency of business processes.

27. Page 27 Click to edit Master title style www.doi.gov/ocio/architecture Requires coordination and structure Implement an Enterprise Improvement Roadmap Optimize the flow of work rather than emphasizing functional performance Establish an enterprise process design capability Facilitate a collaborative enterprise improvement focus Implement an Enterprise Improvement Roadmap Optimize the flow of work rather than emphasizing functional performance Establish an enterprise process design capability Facilitate a collaborative enterprise improvement focus Educate/lead business transformation Establish process infrastructure Enterprise portfolio management Enterprise project management Process Center of Excellence

28. Page 28 Click to edit Master title style www.doi.gov/ocio/architecture Who receives Benefits? Program Managers Finance Managers Senior Managers Employees Technology Managers Program Managers Finance Managers Senior Managers Employees Technology Managers Everyone!!!! Process Center of Excellence

29. Page 29 Click to edit Master title style www.doi.gov/ocio/architecture Process is at the center! Metric Component Indicator Workflow Pattern Data Entity Function Information Flow Context Protocol Application Business Process System Performance Security Technology Data Service Organization Business Reference Model Technology Reference Model Security Profile Performance Reference Model Data Reference Model Service Component Reference Model

30. Page 30 Click to edit Master title style www.doi.gov/ocio/architecture Stages of Process Maturity Innovative Predictive Standardized Managed Initial Innovative Predictive Standardized Managed Initial Proactive closure of gaps versus strategic objectives Capability quantified, results predictable Common processes and measures Local stability from repeatable procedures Overloaded roles Enhancing the efficiency of business processes.

31. Page 31 Click to edit Master title style www.doi.gov/ocio/architecture Managing Quality and Consistency Standard Procedures Standard Terminology Standard Data Requirements Standard Documentation Standard Modeling Notations Standard Procedures Standard Terminology Standard Data Requirements Standard Documentation Standard Modeling Notations

32. Page 32 Click to edit Master title style www.doi.gov/ocio/architecture Standards ensure interoperability and exchange Standards ensure that we are comparing “oranges with oranges” Standards add integrity and stability to a repeatable process Why Standards??

33. Page 33 Click to edit Master title style www.doi.gov/ocio/architecture Questions? Thank you.