Information Technology Enterprise ArchitectureInitially (2008), my articles tended to be in the question/answer format, and then I changed to a discussion format. These discussion articles tended to focus on the relationship between the Enterprise Architect and the CIO. Then I wrote a couple of articles about President Obama's investment areas: Health, Education, and Energy. (Whenever I am reminded of his investment areas, which now includes manufacturing (including research and development I believe), I think about how Enterprise Architecture could help formulate associated plans.) Now (2010 and 2011), I am back to relationships again, and my articles are in the form of a discussion. (I have created a CIO who is usually thoughtful and engaging. I wish all of you could work for my imaginary CIO.) Another thing I wanted to do is to explain to CIOs and Enterprise Architects what Enterprise Architecture is all about. Maybe discussions can be more useful than PowerPoint slides and lectures.George W. BrundageGWB_fa8d1fb4-702a-11e4-b1c9-146c2ea89478I initially developed, along with a large number of federal employees, the Federal Enterprise Architecture Framework (FEAF) for the federal government... Brief Background: I received a B.A. from Wright State University and M.A. from the University of Cincinnati. I retired in June 2004 from the federal government and am living in Ocean View, Delaware and Alexandria, Virginia. I was an Enterprise Architect at the Department of the Treasury and the Department of Homeland Security. I MC’ed the ArchitecturePlus Program for several years at the General Services Administration (GSA) and the Department of the Treasury. Enterprise ArchitectsThe Enterprise Architect should allocate activities and data to new systems. Terry HagleWhen I first started working on Enterprise Architecture, I had a conversation with Terry Hagle of DoD about how difficult it was to find a contractor or academic institution that understood what we needed. Admittedly, we did not know what we needed, but we knew what we did not need. We wanted a way to sort things out at a higher level. One thing for sure, we did not want to get specific, because we did not want to get drowned in details. Also, I had trouble with the Acquisition orientation of GSA and with Capital Planning, which seemed shallow and had no way to get on top of things.Michael PorterEventually, I found ideas from people like Michael Porter, John Zachman, Steven Spewak, Bernie Boar, and Mitre and SAIC folks, that were on the mark. Bernie BoarCIO CouncilI got involved with the CIO Council's initial enterprise architecture effort, which described the grants and international trade federal activities. Some DoD enterprise architecture products were used for this effort, which gave rise to ideas to reduce redundancy in federal systems and fragmentation of federal organizations. There was also a better understanding and appreciation of the DoD enterprise architecture products. MitreI worked with many great people from Mitre. They had the knowledge of the DoD products. Also, these people understood the need to focus on at a higher level. Other support contractors were too specific. DHSWhen I was at Homeland Security, I concentrated on the agency's enterprise architecture where I again worked with many great people, particularly an excellent Enterprise Architecture Support Contractor, SAIC. SAICDoDAlthough I spent a lot of time on the DoD products, I never lost my preference for Enterprise Architecture Planning and the ideas of John Zachman and Steven Spewak. It was planning. How could it be wrong? John ZachmanSteven SpewakOMBIf I were still involved, I would be looking over OMB's Lines of Business for opportunities that might be pursued, both in terms of integration of systems and reorganization of government organizations... To kick start the forum, I have made several recommendations to OMB.Information Technology (IT), the substructure, supports the business, the superstructure._fa8d220c-702a-11e4-b1c9-146c2ea89478To provide you with a "map" for Enterprise Architecture or how to proceed._fa8d24a0-702a-11e4-b1c9-146c2ea89478AnalysisThe idea behind Enterprise Architecture Planning is that one should begin at the top with the analysis and not eliminate this or that activity or data; thus, preventing integration and standardization. IntegrationStandardizationPlanningI believe in IT planning. I cannot imagine IT Planning and Investment Control without Enterprise Architecture Planning. If you cannot see the business model (including activities, data, organizations and actors, business cycles, and locations, goals and objectives) in the current systems, then IT is not supporting the business. One should not create new systems without a top-down understanding of the business.FlexibilityYour "map" may differ in many ways from mine. However, we have to remind ourselves that "there is more than one way to skin a cat." It pays to be flexible.ClarityI keep asking myself whether there is a way to make the Enterprise Architecture Planning steps more clear?FeedbackAbsent feedback, the best I can do is to hope that others are listening and finding my thoughts to be of value... Please send me emails or participate in the forum. I like feedback.DataCentrally manage data objects to encourage data sharing._fa8d25d6-702a-11e4-b1c9-146c2ea894781OMBOMB should centrally manage data objects to encourage data sharing. President Obama drew attention to the failure to coordinate intelligence gathering in his book, which I believe is a result of poor data management. Well, what has been done? However, intelligence data is only one federal activity that could use better data management. If OMB monitored data objects, they would be focusing or monitoring things that are important to the U.S. Government, for example, data objects related to health, education, welfare, research and development, security, and environment and energy. OMB should ensure that federal agencies provide the same answer consistently over time. Most significantly, OMB should decrease confusion over data definitions. Maybe OMB is satisfied with tracking and monitoring certain performance measures, but this is not good enough. OMB should set up a control system to manage data objects._fa8d26b2-702a-11e4-b1c9-146c2ea89478Administrative SystemsConsolidate federal administrative systems._fa8d27a2-702a-11e4-b1c9-146c2ea894782OMB should consolidate federal administrative systems using Enterprise Architecture concepts as the foundation. OMB needs to focus on redundancy and overlapping activities. (GAO has a report, GAO 11 3188P, dated March 2011, which addresses opportunities to reduce potential duplication. (See: http://www.gao.gov/new.items/d11318sp.pdf) I would want to these opportunities to eminate from a Federal Enterprise Architecture. If so, the opportunities might be systematically identified using a top down aproach. Absent a Federal Enterprise Architecture that spawns opportunities for improvement, I suppose one would have to settle for a listing of GAO identified opportunities no matter how they were identified. Also, Sens. Lieberman and Warner introduced the Reforming and Consolidating Government Act of 2012.) You can see the administrative areas that I have in mind in my first article, but they include: personnel, finance, etc. (Of course, OMB should also create funded program offices to integrate cross.cutting administrative systems. See recommendation No. 3 below.) President Obama said in his book that nonessential programs should be consolidated. Well, what has been done? OMB should complete Enterprise Architecture Planning, which includes a business model, current analysis, target analysis, gap analysis, migration plan, and capital investment plan for each federal administrative area. I am more concerned about redundant and overlapping activities than nonessential programs. (President Obama, at least at the time he wrote his book, focused on nonessential programs, but I expect more. Maybe my orientation toward the elimination of redundant and overlapping activities is a result of being an Enterprise Architect?) In regard to the business side of the federal government (as opposed to the administrative side of the federal Government), OMB should request that DoD and the State Department provide a security and nation building enterprise architecuture(s). Then presidential candidate Obama in his book expressed concern about intelligence coordination. In the book, Don't Know Much about History by Kenneth C. Davis, the author says, " "There is another issue, as Americans have learned since September 11, 2001, a new generation's day of infamy. Having intelligence and using it well are two very different things. The left hand does not always now what the right is doing, as the FBI and CIA demonstrated in revealing the pieces of the puzzle they had before the terrorist attacks of September 11." Besides intelligence, other enterprise architectures would be useful like environment and energy, health, welfare, research and development (manufacturing), security in general, and education. In each of these Enterprise Architectures, I would like OMB to pay special attention to resources and capabilities that are required to make the activity a success. _fa8d2888-702a-11e4-b1c9-146c2ea89478Applications & ComponentsDevelop common applications and components for each administrative area._fa8d2964-702a-11e4-b1c9-146c2ea894783OMBFor each administrative area, OMB should develop common applications and components. (These are software units that support multiple activities, projects, and processes.) My experience has been that there are few bureaus in the government that can successfully develop software, which is the reason that I propose the establishment of program offices for the further development of activity Enterprise Architectures planning and implementation of Enterprise Architectures. Establishing program offices reduces the risk for OMB and the agencies and bureaus. Unfortunately, most government folks, particularly the Capital Planning Offices, are pretty much unaware of the import of common applications and components. (Common components and applications make up the core of integrated projects and may be used by a large number of users and other projects.)_fa8d2a68-702a-11e4-b1c9-146c2ea89478Business Area StewardsAppoint Business Area Stewards for each federal activity._fa8d2b58-702a-11e4-b1c9-146c2ea894784OMBBusiness Area StewardsThese folks can help out with process improvement from a federal perspective. The Business Area Stewards should be aware of the overlapping activities being performed within the government, and have a sense of which agencies have experience with performing an activity. Business Area Stewards should question the assignment of activity to agencies that have little experience with that activity. It seems a bit risky to expect agencies to perform an activity for which they have little experience. OMB should appoint Business Area Stewards for each federal activity, who have sufficient power to prevent manipulation by OMB, and the agencies and bureaus._fa8d2c48-702a-11e4-b1c9-146c2ea89478Exhibit 300Submit Exhibit 300s by federal activity._fa8d2d4c-702a-11e4-b1c9-146c2ea894785OMB should request that 300s be submitted by federal activity. This will help OMB to see the overlap that is taking place at the federal level. _fa8d2e32-702a-11e4-b1c9-146c2ea89478FEA FrameworkDevelop a Federal Enterprise Architecture Framework._fa8d2f22-702a-11e4-b1c9-146c2ea894786OMBOMB should develop a Federal Enterprise Architecture Framework.Zachman FrameworkAdopt the first row of the Zachman Framework._fa8d3026-702a-11e4-b1c9-146c2ea894786.1At a minimum, federal agencies should adopt the first row of the Zachman Framework. Systems InventoryInventory, identify, describe, and characterize existing system(s)._fa8d312a-702a-11e4-b1c9-146c2ea894787OMB should insist that a current analysis be completed that includes an inventory, and the identification, description, and characterization of existing system(s). Value & FitAssess the business value, technical value, and architecture fit of each system(s)._fa8d3224-702a-11e4-b1c9-146c2ea894787.1Federal AgenciesThe agencies should assess the business value, technical value, and architecture fit of each system(s). (This recommendation goes along with recommendation No. 5 above.) Planning, Standardization & IntegrationEncourage Enterprise Architecture Planning, and standardization and integration based on common activities and data._fa8d331e-702a-11e4-b1c9-146c2ea894788OMBOMB should encourage Enterprise Architecture Planning, and standardization and integration based on common activities and data.ImplementationImplement plans._fa8d34ae-702a-11e4-b1c9-146c2ea894788.1OMBFederal AgenciesOf course, implementation is just as important as planning, and OMB should not think that they can walk away from implementation. Of course, the same applies federal agencies. OMB should demand to see agency business analysis, target analysis, current analysis, migration plan, and capital investment plan. OMB needs to see any products associated with the effort, in particular, opportunities for improvemment. I would like to see greater forcus on Enterprise Architecture planning and implementation. (The Federal Government has made Enterprise Architecture Planning its chosen methodology in everything but name.) (See: Steven Spewak, Enterprise Architecture Planning, 1992)Activities, Databases & Data ObjectsIdentify all participants in federal activities and databases/data objects, or who should be participating in federal activities and databases/data objects._fa8d35a8-702a-11e4-b1c9-146c2ea894789OMBOMB should identify all participants in federal activities and databases/data objects, or who should be participating in federal activities and databases/data objects.Interface MemorandumsCreate interface memorandums that include all participants._fa8d36d4-702a-11e4-b1c9-146c2ea894789.1OMBOMB should ensure that interface memorandums of understanding are created that includes all participants.EA BudgetsReview Enterprise Architecture budgets and make appropriate recommendations._fa8d37c4-702a-11e4-b1c9-146c2ea8947810OMBOMB should review Enterprise Architecture budgets and make appropriate recommendations for augmenting or decreasing the amount. If Enterprise Architecture is not in the budget then it is not really a meaningful performance measure. _fa8d38be-702a-11e4-b1c9-146c2ea89478IT CommissionCreate an Information Technology Commission similar to the previous DoD BRAC commission._fa8d3a1c-702a-11e4-b1c9-146c2ea8947811OMBOMB should create an Information Technology Commission similar to the previous DoD BRAC commission._fa8d3b3e-702a-11e4-b1c9-146c2ea89478OutcomesUse outcome related performance measures._fa8d3c42-702a-11e4-b1c9-146c2ea8947812OMB should prevent the manipulation of performance measures by agencies and force agencies to use outcome related measures. If a project will reduce costs, it should be a performance measure and be in the budget._fa8d3d78-702a-11e4-b1c9-146c2ea89478Business Value[Institute] agency performance measures associated with the degree that IT supports the business._fa8d3e72-702a-11e4-b1c9-146c2ea8947813OMB should insist on agency performance measures associated with the degree that IT supports the business. Recognizing that the business is the substructure, and information technology is the superstructure, OMB needs to ensure that agencies make the connection. _fa8d3f76-702a-11e4-b1c9-146c2ea89478CooperationDirect cooperation among CIO staff members._fa8d40b6-702a-11e4-b1c9-146c2ea8947814CIOsCIO StaffThe direct reports to the CIOs should be required to cooperate with the Enterprise Architect, including, among others Directors of: - Security - Capital Planning and Investment Control - Standards - Process Redesign, - Applications, - Data, - Communications, and - Infrastructure_fa8d41e2-702a-11e4-b1c9-146c2ea89478SecurityIncorporate security into the Enterprise Architecture._fa8d4318-702a-11e4-b1c9-146c2ea8947815OMBOMB should make sure that security is incorporated into the Enterprise Architecture by insisting that security be identified in the lists and models._fa8d446c-702a-11e4-b1c9-146c2ea89478Application & Data DirectorsAppoint Application and Data Directors._fa8d45a2-702a-11e4-b1c9-146c2ea8947816OMBCIOsApplication DirectorsData DirectorsOMB should insist that the CIO's create Application and Data Directors reporting to them._fa8d46f6-702a-11e4-b1c9-146c2ea89478Chief Enterprise ArchitectsMake Agency Chief Enterprise Architects equivalent in rank to the CIO's. _fa8d4872-702a-11e4-b1c9-146c2ea8947817OMBChief Enterprise ArchitectsCIOsOMB should ensure that the Agency Chief Enterprise Architects are equivalent to the CIO's._fa8d4994-702a-11e4-b1c9-146c2ea89478FundingFund federal efforts._fa8d4ad4-702a-11e4-b1c9-146c2ea8947818OMBOMB should ensure that federal efforts are funded. _fa8d4c46-702a-11e4-b1c9-146c2ea89478Customer ServiceImprove processes to provide effective and efficient customer service._fa8d4d86-702a-11e4-b1c9-146c2ea8947819OMBCitizensOMB should focus on improving processes to provide effective and efficient customer service. Processes are just as important as outcomes, because most citizens interact with specific agency and bureau processes.Information ExchangesAnalyze the information exchanges between the government and its citizens._fa8d4ea8-702a-11e4-b1c9-146c2ea8947819.1GovernmentCitizensThe processes to improve can be determined from an analysis of the information exchanges between the government and its citizens. (OMB needs to remember that improving internal procedures may be necessary to improve external procedures. Internal and external procedures are often linked.)UsersIdentify user classes._fa8d5010-702a-11e4-b1c9-146c2ea8947819.2Another way to identify processes for improvement is through identifying user classes, for example, contractors, welfare recipients, etc., and then focusing on the information exchanged.Business RulesCreate business rules to control and limit processes._fa8d5146-702a-11e4-b1c9-146c2ea8947819.3Finally, business rules should be created and should control and limit processes.TestingDevelop processes to test federal activities._fa8d529a-702a-11e4-b1c9-146c2ea8947819.4OMBOMB should develop processes to test the identified federal activities. De-FundingIdentify systems for de-funding._fa8d53f8-702a-11e4-b1c9-146c2ea8947820OMBOMB should state what agency systems will no longer be funded based on Agency or Federal Enterprise Architecture Migration Plans.AccountabilityHold the CIOs acountable for the identification of systems that will no longer be supported._fa8d551a-702a-11e4-b1c9-146c2ea8947820.1OMBCIOsOMB should hold the CIOs acountable for the identification of systems that will no longer be supported rather than "passing the buck" to the project managers, etc.Project ReviewsReestablish the committee to review and help with failing projects._fa8d566e-702a-11e4-b1c9-146c2ea8947821OMB should ensure the reestablishment of the committee to review and help with failing projects._fa8d57fe-702a-11e4-b1c9-146c2ea89478ServicesIdentify suites of common services._fa8d5970-702a-11e4-b1c9-146c2ea8947822As part of the standards effort, suites of common services should be identified._fa8d5b46-702a-11e4-b1c9-146c2ea894782014-11-19http://www.enterprisearchitectureit.info/OwenAmburOwen.Ambur@verizon.net