(advanced)

Interior Enterprise Architecture (IEA)

DOI Enterprise Architecture

Using Enterprise Architecture to create Modernization Blueprints at theDepartment of the Interior

Enterprise Architecture | 04/12/23 |


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U.S. Department of the Interior The Department manages more than 440 million areas of

federal lands, including some 360 national parks. This includes fostering the wisest use of our land and water resources, protecting our fish and wildlife, providing recreation, and preserving the environmental and cultural values of our national parts and historic places.

The Interior Department also assesses mineral resources and works to assure that their development is in the best interest of all the people.

Additionally, the Department has a major responsibility for American Indian reservation communities and for people who live in the Island Territories under United States administration.

The Interior Department manages an annual I/T budget of approximately $1B USD with over 900 major I/T systems across 8 Bureaus and multiple Offices



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Modernization Blueprint Approach



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Goals of DOI Modernization Blueprint Approach

Develop a sequencing plan that describes a value-based incremental strategy for transitioning the baseline to the target architecture

Ensure alignment between application systems and customer mission and goals.

Reduce or eliminate functional redundancies across systems. Foster the “Write-Once Use-Many” principle of data management

through integrated data stores. Obtain/retain adequate funding for customer’s application systems. Reduce O&M costs associated with existing and planned systems. Leverage, where possible, existing and planned infrastructure

components. Re-use, where possible, existing and planned technology components.



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The DOI enterprise architecture engagement has technology, process, application and data modernization goals. Initially cost savings are realized from technology and software transformation savings

ProcessArchitecture

ApplicationArchitecture

TechnologyArchitecture

SameProcess

SameFormat

ApplicationOptimization

LocalConsolidation

MergedProcesses

MergedData

EnterpriseIntegratedData Store

PortfolioOptimization

EnterpriseOptimization

RegionalConsolidation

CentralizedConsolidation

StandardProcesses

Year 1

Year 2

Year 5

DataArchitecture

CostSavings

$

$$$

$$

Time

Projected BLM Annual EA Cost Savings

$

$5

$10

$15

$20

$25

$30

$35

$40

$45

FY04 FY05 FY06 FY07 FY08 FY09

Fiscal Year

Co

st S

avin

gs

(Mill

ion

s)

Platform

Software Technology

Data Store

Process



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DOI developed a tailored enterprise architecture modeling tool. (Screenshot)

Custom Framework

User-Defined Diagrams

Custom Tabs

Custom Matrices

FEA Model ViewsStakeholder Views

DO

I E

nte

rpri

se A

rch

itec

ture

Rep

osi

tory



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Within the DOI each domain (security, IT investments, IT portfolios, data, software development, configuration management) had multiple, isolated repositories



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DOI integrated these isolated repositories into a single integrated repository - D.E.A.R.



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Today, D.E.A.R. is the source of record for architecture artifacts across the DOI and its Bureaus. This provides the CIO with a single view of the enterprise.



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A Four Step Take Action Approach was developed to set the vision, develop an inventory, analyze, and take-action via a modernization blueprint of the Target Application Architecture (TAA)

Step 3Step 4

TAA Step 1

Step 2



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Step 1: The capturing of DOI Business Strategy involved modeling the DOI Strategic Plan and interviews with DOI business and technology leaders



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The DOI Strategic Plan’s logical structure lent itself to being modeling within the DEAR modeling tool

US law mandates that US departments have performance metrics. Each department (ministry) is measured in their ability to achieve these metrics

each year and this is reported to the US congress.



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Within DEAR, Strategic Plan elements have been mapped to ABC Work Activities and have been classified within the context of OMB PRM Measurement Categories

Strategic Plan Mapped to ABC ElementsStrategic Plan Mapped to End Outcomes

Within the modeling tool, we can see what IT investments support a given end outcome goal. We can see how much the DOI spends to achieve and end outcome goal.



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Modeling the Strategic Plan in DEAR allows DOI to perform queries such as “what I/T investment support a given End Outcome Goal?”

We can perform queries against the repository and view the results as formatted HTML This report shows multiple IT investments supporting various DOI strategic

goals.



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Step 2: Capturing the DOI Baseline Architecture involved data collection templates and validation workshops for each line of business



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Examination of the As Is (Current) Environment

Each system developed to support a single line of business

Systems created to support historical goals / process – not necessarily valid today

Systems have stove-piped infrastructures with no component sharing

Technology often outdated with escalating operations and maintenance costs

Systems developed using proprietary or local standards – low reusability

Information exchange among systems is ad hoc or manual



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The Business Reference Model as implemented by the DOI extended the FEA BRM down to the level of function / activities and process steps

Original FEA BRM was extended two additional levels

DOI systems were mapped at lower levels of the DOI BRM to perform more detailed Analysis.

Lower-level function / activities were decomposed further into IDEF0 and IDEF3 process models

Process models were used to examine existing work processes and then used optimize work flow for to be (target) systems



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BRM Reports Generated from DEAR



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SRM – Complete OMB FEA SRM Modeled in DEAR



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DRM as implemented in DEAR

ALERT

EVALUATION

ORGANIZATION-CONTACT

INCIDENT-CLASSIFICATION

PERSON-CONTACT

GEOSPATIAL-INFORMATION

POSTAL-ADDRESS

PROPERTY-SEIZURE

PERSON-NAME

ORGANIZAITON-INCIDENT

FACILITY

MOTOR-VEHICLEINJURY ORGANIZATION

PROPERTY

ARREST

LOCATION

EVIDENCE

PERSON-FEATURE

BIOMETRIC

DOCUMENT

INCIDENT-OFFENSE

OFFENSE

PERSON-INCIDENT-INVOLVEMENT

INCIDENT

PERSON-INCIDENT

PERSON

ARREST VIEW

LAW ENFORCEMENT

HIGH LEVEL VIEW

CORE INCIDENT MODEL(Focuses on Law

Enforcement)

INCIDENT CLASSIFICATION

VIEW

INCIDENT CLASSIFICATION

VIEW

INCIDENT-OFFENSE VIEW

INCIDENT-OFFENSE VIEW

PERSON-INCIDENT VIEW

PERSON VIEW

PROPERTY VIEW

BASIC INCIDENT VIEW

BASIC INCIDENT VIEW

EVIDENCE VIEWEVIDENCE VIEW

Conceptual Data Model for Law Enforcement LoB in DEAR

Data Subject Areas for Law Enforcement LoB in DEAR



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DOI System – to – System Interfaces Modeled in DEAR (CBS System Shown)



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HTML Report of Systems and their relationship to all FEA Reference Model domains



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Ad Hoc Matrix Report showing Systems related by Data Subject Areas (DRM)



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OMB TRM Framework Modeled in DEAR



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OMB TRM Framework Modeled in DEAR (details on a single TRM Standard shown)



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TRM Reports Generated from DEAR



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Step 3: DOI Gap Analysis resulted in the classification of existing systems and the identification of horizontal services



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DOI Gap Analysis assessed alignment of baseline architecture with FEA and DOI architecture standards

Sys

tem

A

sses

smen

t

Process Data TechnologyApplication Architecture

Classification

Business processes supported by the systemSystem support of DOI and BLM strategies, goals, and objectivesStakeholders feedback on performanceFunctional overlap with other systemsSystem training and support opportunities addressed.

PRM / BRM DRM SRM / CBA TRM

Existence and documentation of data standards and protocolsData storage / access method maturityData entity access / modification overlap with other systems.

Target Application Architecture complianceExtent system design requirements are defined and documented.Extent systems interfaces are defined and documented.Extent to which high-level design or operational concepts are defined.

Compliance with TRM technology architecture componentsExtent of use of shared, existing infrastructure components and servicesExtent of compliance with TRM standards, protocols and best practices.

LegacyData Migration (re-engineer)Consolidate (re-engineer)Target



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DOI Gap Analysis explored and defined tactical (short term) Improvements for existing systems

Conduct baseline AnalysisSet improvement targetsIdentify, select, and propose improvementsMaximize investment across entire portfolio



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DOI Gap Analysis classified existing systems based on weighted results of Analysis



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Step 4: The results of the gap Analysis, industry best practices, and DOI patterns and reference architecture artifacts drove the creation of the DOI conceptual target architecture



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Definition of the Conceptual To Be (Target) Environment

Systems are a collection of service components supporting multiple business lines

Systems support current mission / goals and can adapt rapidly to change

Technology based on service orientated architecture (SOA)

Reusable components are deployed in a scaleable distributed infrastructure

Systems developed using open enterprise standards

Data standards and standard information exchange mechanisms support information sharing among systems



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The DOI conceptual target application architecture is a service oriented architecture designed to meet future business requirements

External U

sers

Common Services

MIDDLEWARE

Approved Platforms

COTS

CustomDevelopment Environments

FirstGov Applications

SERVICES

BusinessApplications

SERVICES

Agency Applications

SERVICES

Development EnvironmentsPlatforms

Inte

rnal

BLM

Use

rs

Security Portal Distributed Services

BLMEnterprise

Applications

Dev

Toolsets

Tailored

COTS

SERVICES

Financial

Permitting

Leasing

GIS

Facility Mgmt.

Inspections

External Applications

External U

sers

Common Services

MIDDLEWARE

Approved Platforms

COTS

CustomDevelopment Environments

FirstGov Applications

SERVICES

BusinessApplications

SERVICES

Agency Applications

SERVICES

Development EnvironmentsPlatforms

Inte

rnal

BLM

Use

rs

Security Portal Distributed Services

BLMEnterprise

Applications

Dev

Toolsets

Tailored

COTS

SERVICES

Financial

Permitting

Leasing

GIS

Facility Mgmt.

Inspections

External Applications



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The DOI conceptual target application architecture is aligned with the FEA E-Government Interoperability Model

Users

OperationalData

e-GovApplications

OperationalData

Other FederalPublic Sector& BusinessApplications

FirstGovPortal

Ap

plication Integration / C

om

mon S

ervices

SecurityPrivacy

Section 508 AccessibilityRecords Management

EIDS

TransactionServices

RequestorApplication

EIDS

TransactionServices

RequestorApplication

EIDS

Other BLM e_GovApps

EIDS

Other BLM e_GovApps

Web BrowserEnd-User Device

BLM PortalDevice Independence

ContentData

ContentManagement

ContentData

ContentManagement

CollaborationData

Collaboration

CollaborationData

Collaboration

AnalyticalData

BusinessIntelligence

AnalyticalData

BusinessIntelligence

Analytical Data• Warehouses• Marts• Cubes

Integration

EIDS

LegacyApplications

Integration

B

A

D

E C

End-user access (across the top – section A). Applications (in the center – section B). Application Integration and Common Services (the vertical bar on the right – section C). External Applications and Portals (the boxes on the right – section D). Cross-cutting Architectural Requirements (the layers upon which the application are built – section E).



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Migration planning resulted in both a tactical and strategic implementation plan



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Tactical recommendations included short-term improvements in alignment with strategic architecture goals within constraints of existing O&M budgets.



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Tactical recommendations were prioritized to yield maximum benefits across the portfolio within budget constraints



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The strategic implementation plan provided a conceptual roadmap to the target architecture

Rec reationMetr ic s

ZForv is

Ev aluationsForv is

Inv entory

Cus tomer

E valuation

Permitsand

Res erv ations

W eedsInv entory

Forv isTreatments

W HB Inv entory

IDS Inv entory

A s s es s ment

A naly s is

W HB Cus tomers

RA S Cus tomer In f ormation

RA S Graz ingTreatment

RA SSales

RA SBus .

Rules

TSIS Sales

TSISCus tomer

RAS

Bus ines sRules

Treatments

Sales andTrans f ers and

Billings

Range HealthA s s es s ment

RIS

(S S EE S IE )

TSIS

IDS /IDSU

FORVIS

WBIS

RMIS

WEEDS

A uthor iz ation

Cus tomer

SalesTrans ac tionManagement

Bus ines sRules

Inv entory

Inv entory

Ev aluation

Treatments

Permitting

Metr ic s

Inv entory

A uthor iz ation

A uthor iz ations

A uthor iz ations

RIPS

Treatments

Fac ilitiesImprov ements

Pro jec tManagement

W orkf low

Logis tic s

Treatments

Complianc e

Complianc e

Complianc e

Pro jec tManagement

W orkf low

Complianc e

Cus tomer

Treatments

VEGSALES

E-Plan

Public Comment

RMPDev elopment

Bus ines s Rules

Sales andA c c ounting

Permits

TSIS Bus . Trans ac tion

TSIS A uthor iz ation

Pro jec t Management

Complianc e

Forv isTreatments

V egSales

V eg Bus .Rules

Eva lua te S e le ct

W O-200 Investm ent S tatus

D eployed B us iness C ase or In -D es ign Investm en t P roposal

WH&B

Code of FederalRegulat ions

(CFR) and otherbus ines s Rules

Helps Build

Bus ines s Rules

Rec O neS top

(E -G ov)

O nlineRulem ak ing

(E -G ov)

G eo-S patialO ne S top

(E -G ov)

B us ines s and LandM anagem entTrans ac tions

(A uthor iz ations of Permits ,Leas es , e tc .)

Report ingand

A naly s isW arehous e

(trends ,patterns ,his tory )

B as e Data S patial Data S tore

Res ourc e S patialData S tore

S patialRes ourc e

and

B us ines sTrans ac tion

DataTrans form

P lanningData S tore(RO D etc .)

Dec is ionS upport

Bus ines sTrans f orm

Rules

S upport ing A B CCos ting Inform ation

F ield Collec t ionsM onitor, Inventory

etc .. .

Inventory andM onitoring

W H& B

LandTreatm ents /Correc tive

A c tions

P lanning

A uthoriz ationsA ppeals andNotific at ion

A s s es s m ents

Ins pec tions andCom plianc e

A pplic ations andP erm itt ing

BUS.

OPS

LAND

MNG

TargetF unctional

A pplications

Target S ystem C oncept

B LM H orizon tal S ervices

Cus tom erRelat ions hipM anagem ent

Fac ilit iesM anagem ent

(FA M S )

P roc es sA utom ation:

B us ines sRule

M gm t.

Trac k ing andW ork FLow

Cus tom erP referenc es

Rec ordsM ng’t

(DO I B C)

F inanc ialM gm t.

(FB M S )

LandM anagem ent

S tandards

Fac ilities

V is ualiz at ion: M apping & G eos pac ial (E -G IS Infras truc ture, NILS )

Cus tomer

Inv entory

A doption

Logis tic sW orkf low(Pipe line)

HealthManagement

Contro l

Planning

Cos tManagement

Cos ts

Suppor ts

Contr ibutes to

W orksw ith

Suppor ts

Prov idesFac ilities

E -G ov

In tegrated Target S tateD ec is ion S upport and P lann ing

Transition Mapping

ApplicationTo-Be State

ApplicationAs-Is State

Inv entory

A doptions

Cus tomer

A nimalPreparation

Ins pec tion andComplianc e

M em orandum s ofUnders tanding -

Interagenc y A greem ents

S ec urity M anagem ent:(Digital S ignatures ,V erific aiton) E -A uthentic ation

S ec urity M anagem ent: (Us er M angem ent/Identific at ion/A c c es s Control/Roles /P rivileges ) B A S S /E -A uthentic at ion

Eva lua teS e le ct Contro lNot in

Inve stm e ntP roce ss

In vestm en t S tatu sLeg en d

Cus tomer

A s s es s ments

Treatments

RISW orkf low

RIS Complianc e

Range Health

Bus ines sRules

RMISBus ines

sRules

Horizontal “Services”

ConceptualTarget

Architecture

E-Gov LinkagesInvestmentCyclePhase

RecommendedSystemTransitions

Enables progress towards target application architecture Provides conceptual roadmap to target architecture Identifies systems to be retired, consolidated, and re-engineered Informs project, program, and portfolio management Identifies investment proposals to be worked now to enable the future state



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DOI Schedule – Where are we today?

Common Collection Technique

IT Assets

DEARReporting

DOI Level

Portfolio

5 LOBFunction

s

System Inventories

and lists

OMB Reference

ModelsDOI TRM

DRMITIPS

Strategic PlanABCs

DEAR

TAA

Ingest

Access

Repository

Associated and Normalized

Artifacts

Department-wide

Interpretable Information

Actionable Recommendations

and Plans

Apply Standards and Conventions

ModernizationBlueprints

Agency Raw Data

TRM/SRMPRMBRM

System Inventory

Security C&A

technical info and status

April, 2004



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Some lessons learned … Importance of collaboration / concurrence more difficult than technical issues–

organizational / process / culture / view of change Common vision, FEA reference models, documented processes, documented

work products provide a “common language” among diverse team members Importance of program management skills for engagement lead – Enterprise

Architect must be diplomatic yet lead Short term successes and deliverables are important to provide feedback and

direction to the team Well-documented deliverable descriptions, well-documented schedule

important to manage customer expectations Each EA engagement must be tailored to customer-specific requirements Common modeling tool / repository assisted with enforcing common modeling

methods and ensuring compatibility of model artifacts across different teams.

(advanced)

Technology

doi baseline architecture

doi brm

additional levels doi

various doi strategic

target architecture

architecture artifacts

planned systems

data architecture cost