enterprise archecture for knowledge management

One Source One Answer One Coast Guard

Enterprise Architecture (EA): A framework for Knowledge

Management

18 Feb 2009Knowledge Management Seminar

Houston, TX


Office of Performance Management & Decision Support (CG-0931)

in conjunction with CG-6B

Captain Joe ReMr. David Bandel

Ms. Bridgette Garchek


What is EA?

• Enterprise Architecture (EA) is a system that many business agencies use to• improve their overall organization and

effectiveness• help manage their technological

assets• help them use their technological

assets to meet organizational objectives and goals


What is EA (cont.)?

• EA is not limited to technological information. It is applied in all business areas as a way of managing and improving the effectiveness of an organization as a whole.


What does EA do?

• Helps leaders view complex information in a simple way

• Helps executives make decisions to improve efficiency

• Provides the information needed by decision-makers to identify both redundancies and gaps in capability among organizational units


EA Defines…

• The Mission• Information and/or technologies

necessary to perform the mission• Transitional processes for

implementing new practices and/or technologies in response to the changing needs of the mission


EA Defined

• As defined by OMB (Circular A-130)• An EA is the explicit description and documentation of the

current and desired relationships among business and management processes and information technology

• As defined by the CIO Council, 2003• EA establishes an organization-wide vision to achieve the

mission through optimal performance of the core business processes with an efficient IT environment

Methodology for Developing SystemRequirements in Context with Customer

Processes and Mission Operations


EA Links CG Objectives to Missions, Governance, Funding, Initiatives, Standards,

Information &Technology Wikipedia says “Knowledge Management (KM) comprises a range of practices used in an organization to identify, create, represent, distribute and enable adoption of insights and experiences… efforts typically focus on organizational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, and continuous improvement of the organization. KM efforts overlap with Organizational Learning, and may be distinguished from by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the exchange of knowledge.”


What does Coast Guard Enterprise Architecture look

like today?


Today’s EA: Urban Sprawl

• Bottom Up development of the systems & the business

• Overlapping and/or incongruent delivery

• Not aligned with corporate strategy


Three Parts of EA

As-Is Transition Target

As-Is EA

• Describes the current state of the environment

Transition Plan

• Mission and business improvement efforts

• Technology migration strategies

• Project development initiatives

• Deployment plans

Target

• Presents a “to-be” picture

• Several targets developed to phase planning horizons over several time periods (i.e. – 5 years, 10 years)

Where we are today…

Where we want to be…


Business Area Example

• CG Modernization• As-Is: LANTAREA, PACAREA

• Functional statements/lines of business are identical, yet executed differently with multiple redundancies

• Transition: CG Transformation Teams• Using EA to define goals, lines of business, and

performance measurement areas

• Target: FORCECOM + OPCOM• Organizational goals defined, unique lines of

business/functional areas, eliminated redundancy, clear areas of measurement


Technology Example

• Logistics Transformation• As-Is: ALMIS, AOPS

• Two IT systems performing the same function for aviation and boat force communities

• Transition: Sector Baltimore Pilot• Test pilot for use of ALMIS

• Target: ALMIS/LIMS only• All communities unified to input data into one

IT system; unified performance reporting, training, minimized redundancy


EA Applications

• Federal Enterprise Architecture (FEA)

• Department of Homeland Security Enterprise Architecture (DHS EA)

• U.S. Coast Guard Enterprise Architecture (CGEA)


FEA

• A strategic information asset base that defines• the business• information necessary to operate the

business• technologies necessary to support the

business operations• transitional processes for implementing

new technologies in response to the changing needs of the business


FEA History

• In 2001, President George W. Bush created the President’s Management Agenda (PMA), a plan to make the federal government more results-oriented, efficient, and effective.

• FEA development commenced on February 6, 2002, lead by the Office of Management and Budget (OMB).


EA Mandates and Drivers

• Clinger-Cohen Act says all Departments must have an enterprise architecture

• Office of Management and Budget (OMB) Circular A-130 says

•you must use a Framework to guide your description of your architecture

•you must include specific items in your architecture description

• OMB Criteria: a self-assessment

• OMB Circular A-11 says capital planning must be related to the [enterprise] architecture

• General Accounting Office (GAO) will withhold $$ if you don’t have an adequate architecture

• DoD policies require architecture products


EA Mandates and Drivers

• GAO Reports• GAO-01-190 “Coast Guard Practices

can be Improved”• GAO-04-40 “Leadership Remains Key

to Agencies Making Progress on Enterprise Architecture Efforts”

• GAO EA Maturity Model Framework• OMB EA Assessment Framework• Contemporary Case Study:• “FBI Needs an EA to Guide Its

Modernization Activities”


FEA History (cont.)

• Purpose of this initiative:• to identify opportunities to simplify processes• to unify work across the agencies and within

the lines of business of the Federal government

• All Federal agencies must relate their architectures through linkages to the Business Reference Model (BRM), Performance Reference Model (PRM), Service Component Reference Model (SRM), Data Reference Model (DRM), and Technical Reference Model (TRM).


FEA History (cont.)

We are concerned primarily with the BRM and the PRM.


FEA BRM

• The BRM provides an organized, hierarchical construct for describing the day-to-day business operations of the Federal government.

• The BRM is the first layer of the FEA, and it is the main viewpoint for the analysis of data, service components, and technology.


FEA BRM (cont.)

Business Areas

Lines of Business

Sub-functions

The BRM provides a framework facilitating a functional (rather than operational) view of thefederal government’s operations, independent of the agencies, bureaus and offices performing them.

The BRMdescribes the federal government around common business areas instead of through anagency-by-agency view. It thus promotes agency collaboration.


FEA PRM

• The PRM has three main purposes: • help produce enhanced performance

information to improve strategic and daily decision-making

• improve the alignment and better articulate the contribution of inputs to outputs and outcomes, thereby creating a clear “line of sight” to desired results

• identify performance improvement opportunities that span traditional organizational structures and boundaries


Basic PRM

INPUTINPUTSS

Activities Activities & Tasks& Tasks

OUTPUTSOUTPUTS

OUTCOMEOUTCOMESS

GO

ALS

GO

ALS

PROCESSESPROCESSES

Inputs: The resources Inputs: The resources needed for the process to needed for the process to operateoperate

Processes: The activities and Processes: The activities and tasks performed on the tasks performed on the inputsinputs

Outputs: The immediate Outputs: The immediate products, services, or products, services, or information producedinformation produced

Outcomes: The benefit that the Outcomes: The benefit that the command/staff/organization seeks to achieve command/staff/organization seeks to achieve or influence—the eventual process and or influence—the eventual process and output effectoutput effect

Goals: Objectives that the Goals: Objectives that the command/staff/organization is command/staff/organization is working towards achievingworking towards achieving


FEA PRM

Value

Strategic Outcomes

•Customer Benefits•Service Coverage•Timeliness & Responsiveness•Service Quality•Service Accessibility

Customer Results

•Financial•Productivity•Cycle Time and Timeliness•Quality•Security & Privacy•Management & Innovation

Processes and Activities

•Services for Citizens•Support Delivery of Services•Management of Gov’t Resources

Mission and Business Results

Human Capital

•Technology Costs•Quality Assurance•Efficiency•Information and Data•Reliability & Availability•Effectiveness

Technology Other Fixed

Assets

OutcomesOutcomes

InputsInputs

OutputsOutputs

ProcessesProcesses


Relating the BRM and PRM

Strategic Outcomes

Human Capital

Other Fixed Assets



Customer Results

Technology

Value

Business Area Service for Citizens:

Maritime Safety

Line of BusinessCommercial

Vessel Safety Response

Sub-function Investigate Accidents

BRMBRMPRPRMM


DHS EA

• The Homeland Security Enterprise Architecture (DHS EA) describes• the mission and business functions of

the Department of Homeland Security (DHS)

• the performance, data, applications, services and technology required to support those functions


DHS EA (cont.)

• The most comprehensive repository of DHS Enterprise Information

• An Enterprise view and description of the As Is state of the Department and its component agencies• Repository Department Stakeholders,

Locations, Systems, Programs, Functions, IT Investments

• An Enterprise view and description of the Target architecture for the Department

DHS EA 2007 provides stakeholders and decision makers:


CGEA

• Mission• To improve USCG planning and

governance

• Vision • To make information transparent and

enable better decision making


CGEA (continued)

• The blueprint for modernizing and transforming legacy systems to meet future mission capabilities and requirements

• Captures, organizes, and communicates information about USCG performance measures, business processes, information requirements, applications, systems, technologies, and security


CGEA: Six Perspectives

1. Performance – The measurement of USCG strategic and business outcomes

2. Business – The functions and activities that the USCG performs

3. Information – The information needed to perform the USCG mission and business activities


Six Perspectives (cont.)

4. Services – The applications and capabilities that support USCG information requirements

5. Technology – The underlying technology infrastructure supporting service delivery

6. Security – The assurance of confidentiality, integrity, availability, and privacy


Role of CG-0931

• CG-6 delegates authority to CG-0931 for three of the six CGEA perspectives:– Business

• CDR John Wood

– Performance• Mr. Frank Wood

– Information• CDR Joe Staier


Role of CG-0931 (cont.)

• Business:• 149 Business activities, 61 sub functions, 20

USCG Functions, 16 DHS Functions, 4 FEA Business Areas

• Performance:• 39 Performance measures, 3 strategic goals

• Information:• 394,503 database fields, 21,791 database

tables, 242 information objects, 55 databases, 13 DHS subject areas, 4 DHS information domains


CGEA Six Perspectives Summarized

CGBI is in charge CGBI is in charge of Performance, of Performance, Business, and Business, and InformationInformation


How does CGEA relate to FEA?

CGEA Perspective

CGEA Product FEA Alignment

Performance Performance Inventory

FEA PRMPerformance Reference

Model

Business Business Inventory FEA BRMBusiness Reference

Model

Information Enterprise Data Model

FEA DRMData Reference Model

Service Services Profile FEA SRMService Component

Reference Model

Technology IT Products and Standards Profile

FEA TRMTechnical Reference

Model

Security Security Profile FEA Security Profile


And those tables meant…?

• CGEA has products in each of its six perspectives that match up with aspects of both FEA and DHS EA.

• Recall: Enterprise Architecture is a system that is applied similarly in different organizations.


Benefits of CGEA

• Analysis of problem areas, and discovery of gaps, redundancies, inefficiencies, and opportunities

• A robust (business and technology) knowledge base that fulfills information needs

• Development, documentation, and communication of C4&IT plans

• Improvement of business processes through business process re-engineering and the introduction of new technologies


Introduction to Baldrige

• Discussed– Basic EA structure– PRM, BRM– FEA, DHS EA, CGEA

• New topic: Baldrige Criteria for Performance Excellence


What is Baldrige?

• An integrated approach to organizational performance management that results in

delivery of ever-improving value, contributing to organizational sustainability

improving overall organizational effectiveness and capabilities

organizational and personal learning


BALDRIGE

Baldrige: Performance Excellence Baldrige: Performance Excellence Framework (Seven Categories)Framework (Seven Categories)

1.1. Leadership – how an organization’s senior leaders guide Leadership – how an organization’s senior leaders guide and and sustain the organization sustain the organization

2.2. Strategic Planning – how an organization determines its Strategic Planning – how an organization determines its strategic strategic objectives and action plans (also, how objectives and action plans (also, how progress is progress is measured)measured)

3.3. Customer and Market Focus – how an organization Customer and Market Focus – how an organization determines determines the requirements, needs, expectations, and the requirements, needs, expectations, and preferences of preferences of customers and marketscustomers and markets

4.4. Measurement, Analysis, and Knowledge Management – Measurement, Analysis, and Knowledge Management – how an how an organization selects, gathers, analyzes, organization selects, gathers, analyzes, manages, andmanages, andimproves its data, information, and improves its data, information, and knowledge assets, and knowledge assets, and how it manages its how it manages its information technologyinformation technology


BALDRIGE (cont.)

5. Workforce Focus – how an organization engages, manages, 5. Workforce Focus – how an organization engages, manages, and and develops its workforce to utilize its full develops its workforce to utilize its full potential in alignment potential in alignment with the organization’s overall with the organization’s overall mission, strategy, and action mission, strategy, and action plansplans

6. Process Management – how an organization determines its 6. Process Management – how an organization determines its core core competencies and work systems and how it designs, competencies and work systems and how it designs, manages, manages, and improves its key processes for and improves its key processes for implementing work systems implementing work systems to deliver customer value to deliver customer value and achieve organizational success and achieve organizational success and sustainabilityand sustainability

7. Results – examines performance and improvement in all 7. Results – examines performance and improvement in all areasareas

Baldrige: Performance Excellence Framework (cont.)Baldrige: Performance Excellence Framework (cont.)


Baldrige: Systems View

1Leadership

2Strategic Planning

3Customer

and Market Focus

5Workforce

Focus

6Process

Management

Measurement, Analysis, and Knowledge Management4

Results

7

Organizational Profile: Environment, Relationships, and Challenges

Leadership Triad

Results Triad


Relating Baldrige and PRM

Human Capital

Other Fixed Assets

Customer Results


Results

7

5Workforce Focus

6Process

Management

Results Triad

Measurement, Analysis, and Knowledge Management

4

Technology


LeadershipLeadership

TriadLeadership1

2Strategic Planning

Customer and Market

Focus

3

Strategic Outcomes


In Conclusion…

• Businesses use EA to• improve their overall organization and

effectiveness• help manage their technological assets• help them use their technological assets

to meet organizational objectives and goals

• BRM and PRM• FEA, DHS EA, CGEA• Baldrige


Without EA

• Inability to map technology to CG mission

• Fragmented and redundant systems/data

• Unnecessary movement of data

• Missing integrative views• Excessive number of

technologies deployed• Poor data quality• Less effective/efficient security• Lose $$! (DOL Case Study)


Benefits of EA

• Alignment with the “business” (i.e., ELA/UPLM)• Better understanding of the current “state of

affairs”• Reduce redundancy & fragmentation• Eliminate unnecessary movement of data• Develop integrative views• Reduce number of technologies deployed• Improve data quality• Improve security• Justify budget


Getting CGEA

• CG-6B Strategic Plan– Goal 1

• The EA facilitates change and strategic direction for the Coast Guard.

– Goal 2• The EA facilitates integration, interoperability, data

management, and business logic for the Coast Guard.– Goal 3

• The EA ensures convergence of components, technical platforms, performance, and systems security.

– Goal 4• The EA facilitates attainment of Coast Guard strategic

goals and business targets.


Tomorrow’s EA: Urban Planned


Urban Planning & Measurement

Metrics: Defined Performance Dimensions and Key Performance Indicators

Enterprise Strategy Defined: Aspirations, Plans, Stakeholders

EnterpriseEnterprise

BusinessUnits

Business

Functions

BusinessProcess

Management Performance Metrics

Process Performance Metrics

Strategic Metrics


References

• CGEA Website• http://cgea.uscg.mil/Pages/Default.aspx

• COMDTINST 5230.68• Instruction regarding EA Policy

• DHS information• www.dhsonline.dhs.gov

• BRM/PRM information• FEA Consolidated Reference Model Document Version 2.3

• PMA information• http://www.hhs.gov/pma/#s2• http://www.whitehouse.gov/results/agenda/index.html• http://www.whitehouse.gov/results/agenda/egov7-03.html

• Baldrige information• Baldrige National Quality Program’s Criteria for

Performance Excellence (2008)


Questions?

enterprise archecture for knowledge management

Business

meet organizational

performance

enterprise

business processes

federal government

technological

ea mandates

dhs ea