communicating ea effectively: us gpo experience communicating ea effectively: building a successful...
TRANSCRIPT
Communicating EA Effectively:Communicating EA Effectively:
Building a Successful Relationship between
Business and IT within the Organization
US GPO ExperienceUS GPO Experience
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EA as a communication toolEA as a communication tool
Facilitating EA efforts Brings people together to solve problems Within and across work units and
departments
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Some BackgroundSome Background
GPO is a Legislative Branch Agency Our mission is: Keeping America Informed Under Title 44, the office prints and
provides electronic access to documents produced by and for all three branches of the federal government
EA program started in 2006 (with the EA repository dating back to 2004)
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GPO's EA Framework and ObjectivesGPO's EA Framework and Objectives EA framework: strategy, business, information,
systems/services, technology, security and performance EA repository Process improvement IT governance EA as a service – building relationships as a trusted
partner Making it simple - demystifying EA Bottom up approach Understanding business needs EA as a facilitator
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Another DimensionAnother Dimension Usual focus on strategic, business and
technology aspects of the enterprise Another dimension is key to EA program
success:
This dimension has to be integrated with the core
EA framework early on in the process.
Effective Communication
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EA concepts and principals to EA concepts and principals to secure buy-in:secure buy-in:
Using bottom-up approach to building EA Service focused EA with an emphasis on
providing value to customers Building relationships and fostering
collaboration between IT and business units Serving as trusted facilitator between business
units and IT Making it simple – big picture enterprise view
Communicating effectively is key to the success of the EA Program
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Bottom-up approachBottom-up approach
Analyze where EA has the ability to help solve
old problems Lack of communication among business units and
IT Disparate system efforts Disparate packets of business knowledge Lack of standards
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Leading Business Process Leading Business Process ImprovementImprovement
Tie EA tasks (e.g. building target business architecture) to building trust among EA and business units. Develop business processes that cover
functions across multiple business units Tailor the EA message to each stakeholder
group Business units trust EA as a facilitator/SME
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Evolution of IT Governance at GPOEvolution of IT Governance at GPO
FY 07 FY 08 FY 09
FY07 Q3SIWG Kick-off
FY08 Q4TRMWG Kick-off
FY09 Q1EA Policy Signed
FY09 Q1ARB Kick-off
FY09 Q3ARB Charter Signed
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System Interface Working GroupSystem Interface Working Group
Representatives from business units (business owners)and IT SMEs/PMs Provides an “enterprise-wide” perspective of IT systems integration
and interoperability opportunities. Group comprised of both EA and Business Unit representatives
tasked with: Identifying the interfaces between major systems and
determining the implementation timelines Validating existing functions, sub-functions, and identifying gaps Developing a common business language across the systems
utilizing the EA Business Reference Model Provides a forum for:
Surfacing interagency IT systems integration issues Sharing of information Problem solving
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System Interface Working GroupSystem Interface Working GroupSample Work ProductsSample Work Products
Sequencing Diagram
Order to Payment Process Model
System Interface Matrix
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Value of building credibility through “grass Value of building credibility through “grass roots” efforts of the SIWGroots” efforts of the SIWG
Promote EA as a service to the agency and the stakeholders
Build relationships of trust by bringing business units and IT together to build a new business process or to analyze interdependencies between software
projects Become a trusted facilitator who understands both, the
business need and IT capabilities, and also provides an enterprise view in a simple, easy-to-understand format
These are important steps to take before implementing IT governance structure that can function successfully.
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Technology Reference Model Technology Reference Model Working Group (TRMWG)Working Group (TRMWG)
Assist stakeholders with technology product selection Develop guidance to GPO IT stakeholders for technology standards and
products selection Develop and maintain a repository of technology standards
Enable standardization and reduce complexity of the GPO IT environment Review technology standards to ensure that GPO technologies are in alignment
with the needs of the organization as well as with current and emerging trends Evaluate technology products and standards for inclusion in the GPO TRM
Enable IT governance Review technology products to ensure that GPO technology products are
compliant with the GPO TRM Communicate technology standards to stakeholders across GPO
Publish technology standards on the GPO intranet so they are accessible to stakeholders
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TRM Maintenance ProcessTRM Maintenance Process
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Transition to IT Governance Transition to IT Governance
Building on reputation built by previous collaboration and integration efforts through the SIWG and TRMWG SIWG brought together and built trust between
business and IT with EA as a mediator/facilitator TRMWG realized the necessity of an IT governance
framework that goes beyond compliance to finding common solutions that reduce costs and complexity
Created customer focused EA governance structure.
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Customer FocusedCustomer Focused Governance Structure Governance Structure
Planning and Strategy Board(Investment Review Board)
Architecture Review Board
EA Team
Technical Reference ModelWorking Group
System InterfaceWorking Group
supports provides recommendations
Provides oversight for the development of technology standards Ensures compliance with the TRM
Identifies interfaces between systems Determines dependencies between system implementations
reviews
Business Owner
issues
funding decision
subm
its
busin
ess
casesupports
Business process
improvements
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Integrated IT Governance FrameworkIntegrated IT Governance Framework
business
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GPO EA Policy and the ARBGPO EA Policy and the ARB To comply with the GAO EA Maturity Management
Framework and OMB guidelines, the GPO EA team developed the agency EA policy in collaboration with GPO stakeholders
Signed by the Deputy Public Printer, the GPO Directive 705.31 GPO Enterprise Architecture Policy is now available on the intranet.
EA policy called for creation of the ARB - a formally chartered committee guided by the agency EA policy.
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Architecture Review BoardArchitecture Review Board EA integrates with the GPO system
development life-cycle (SDLC) through the ARB’s review of business cases and review of IT projects’ key deliverables
ARB is a cross functional team comprised of representatives from business units, the Program Management Office and IT subject matter experts.
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Assist in Business Case Development Assist in Business Case Development for New Investmentsfor New Investments
Agency business cases need to be presented to the ARB (tied to GPRA goal).
EA, with help from ARB members, developed a business case template that makes sense for GPO
EA assists business units in developing business cases EA identifies additional stakeholders in IT and other business
units to help insure enterprise solutions where possible EA works with the ARB and the business owner to develop the
business case ARB votes on recommendation for the business case
which sometimes includes both short term and long term/strategic solutions
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EA Decision SupportEA Decision SupportEnabling and empowering the GPO community to make informed decisions: Providing a common framework for analysis and
evaluation supporting the implementation of enterprise solutions
Facilitating cross-organizational sharing of information Integrating acquisition process with IT governance
(CPIC, EA, SDLC, and acquisition management ) : Developing standard language to be included in
SOWs and RFQs ensuring EA alignment . Completing architecture reviews of proposed
investments
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EA facilitating IT Strategic PlanningEA facilitating IT Strategic Planning GPO EA team led a series of four strategic planning workshops with
IT Directors as participants. Focus on managing expectations regarding the participants’ roles
and responsibilities and the establishment of realistic time frames for the planning process.
Developed IT Core Values, a Value Statement, and an IT Mission and Vision.
Conducted SWOT analysis to assess IT’s Strengths, Weaknesses, Opportunities and Threats from which strategic goals and objectives were derived.
Selected six all encompassing themes and IT Goals. EA team consolidated, refined and mapped all goals and objectives
and developed the final IT Strategic Plan. The collective efforts of the OCIO team lead to ownership of the
plan and consensus among CIO leadership team on its strategic direction.
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EA as a communication tool Communicating about EA
Communicating EA at GPOCommunicating EA at GPO
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Communication Influence on Communication Influence on Behavior ChangeBehavior Change
Understanding
Acceptance
Action
AwarenessCom
mu
nic
ati
on
Ob
jecti
ves
Message Sources
InternalMedia
Structures Leadership
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Communicating EA at GPOCommunicating EA at GPO
To increase awareness of the value that EA brings to the agency, EA Program office collaborates with the GPO Employee Communications Office to develop an EA Communications Strategy and Plan
Publish articles in the GPO Typeline Magazine which is distributed agency-wide and GPO Leaders’ Update which is distributed to GPO management
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Enterprise Architecture. Abstract Name. Real Results.Enterprise Architecture group is here to help guide you through process mapping and to help keep aligned all GPO IT initiatives Are you looking to improve your office’s efficiency? Have you been asked to map your business processes? You will be happy to know that you have access to the help and tools necessary to do both—the Enterprise Architecture group Road to success follows process mapsBefore we can get to a better running GPO, we first have to look at how things are working now. One of the best ways of doing that is by creating process maps. Process maps help you identify all the pieces of a workflow and business process. With an accurate process map in hand, you can then start streamlining and improving the process while working toward the “to-be” or future process. Check out some maps for yourselfIf you want to get a better idea of what we’re talking about, check out some of the maps that your colleagues have already made: http://www.main.gpo.gov/ITS/EA/models/default.htm. The maps are organized by business units. Starting from the high-level view, you can click your way down to see the individual processes that power GPO’s internal workings. For a good example of process maps and a good overview of our production process, click on the Plant Operations box. You will see a few of the business processes that we have already started to map. If you then click on the Production (High Level) box, you’ll see a process map that shows the flow from taking in the job from Congress through to delivery of the final product. A few things to keep in mind about the maps… Learn more about process mapsYou can contact Enterprise Architecture group (202-512-2010) for more information. Also, the group will hold sessions with each business unit over the next few months. In these sessions, they will discuss how the process works and how they can work with you to create your process maps. The sessions will be scheduled through your managing director.
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Confessions of Process MappersRead how your colleagues Lowell Brown, Erica Lopez, Manny Olds, and Sam Sax, are working with the
Enterprise Architecture group to get a head-start on an huge process mapping project
Last week, you read how the Enterprise Architecture group can help guide you in creating your process maps [see Enterprise Architecture. Abstract Name. Real Results]. Here you’ll read about a few satisfied customers who have worked with the group and have started their process maps.
Secret #1: Start now“When we knew that we had to create process maps, we immediately recognized that we had to get started quickly,” said Sam
Sax, chief of the Testing and Technical Services division. “We knew that mapping the entire production process—from print request to final product—would be nearly a year-long project.” Sam was referring to the meeting last October with Paul Erickson during which …
Secret #2: Get the right resources“After the October meeting, we met with the Enterprise Architecture group to see how they could help us,” said Sam. “They
went over methods of doing the process maps, but the most helpful thing was the software. They walked us through the System Architect software that we now use to make elaborate process maps. The software is immensely helpful and so much more powerful than other software packages.”
Lowell, Erica, and Manny have been using the software and building their, as you can imagine, huge process map. “Basically,
our process map has four boxes, one for each area of production—prepress, press, bindery, and delivery,” Sam added. “But it’s the literally hundreds of smaller processes within each of those four boxes where everything happens. We’re talking about being able to see a map that shows every step along the production process. We still have some more work to do, but the map is well on its way to proving its worth.”
Secret #3: Map now, adjust laterThe map Sam’s team is making is the as-is state of the production process. Once you know how the whole process works, you
can sit back and start to make adjustments to make it more efficient. “We’ve only been working for a little more than a month on the map, but already we’re seeing areas that are candidates for improvement,” said Sam. “We see places where we can make adjustments to increase throughput …
Sam wrapped it all up by saying, “The best advice I can give to my fellow managers is to get started as soon as possible. Start
by talking to the Enterprise Architecture group, and then begin your process mapping. Mapping will teach you a lot about what is currently occurring within your manufacturing process, and it will show you how you can improve your process.”
Back to top
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GEAR WebsiteGEAR Website Easy to use web published version
of the EA Repository from System Architect
Defines multiple navigation paths- based on the user’s perspective
Shows how all the pieces fit together Discover opportunities for
improvement and collaboration across the enterprise
EA Sequencing Plan and EA other products are published online
Presented the GPO Online Technical Reference Model (TRM) at the IBM Rational Software Conference Innovation 2009. This web tool was developed by the GPO EA Program Office
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Online Business Process ModelsOnline Business Process Models
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Online Technical Reference ModelOnline Technical Reference Model
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Customer Focused EACustomer Focused EA Responding to requests from business units for assistance with
documenting business processes (as-is and to-be) and support for business process improvement
Assisting business units in developing business cases for future systems (focusing on enterprise solutions)
Building buy-in and implementing IT governance structure and processes
Fostering collaboration with project teams by providing information and analyses leveraging the EA Repository
Conducting training sessions on the accessing and use the online EA products
EA is bringing business units together to develop integrated business processes and IT solutions
through effective communications
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Ida MilnerIda MilnerChief ArchitectChief [email protected]@gpo.gov
Nicole WillisNicole WillisSenior Enterprise ArchitectSenior Enterprise [email protected]@gpo.gov
Contact InformationContact Information