gem executive overview market for ee (gem ema) 20090315 - pdf
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Using the General Endeavor Management (GEM) Approach
Leveraging, Expanding, and Unifying OMB FEA and DoDAF Compliant Enterprise Architectures
Orientation and Discussion Slides
Roy Roebuck
3/26/2009 2
ENTERPRISE(Organization)
(Organism)(Organ)(Object)
ENVIRONMENT
METABOLIC ACTION ON RESOURCES(TRIGGER, INPUT, CONTROL, OUTPUT, MECHANISM)
Opportunity and
Competition / Threat /
Risk
Strength and Weakness /
Vulnerability
GEM Start Point: An Enterprise is Treated As A Single Object In a Dynamic Environment
Enterprise 1
Enterprise 2Enterprise 3
Enterprise = a purposeful endeavor
Value-Chains
B. Management (By Executives and Staffs)
A. Leadership
3/26/2009 3
EA Supports Leadership with Enterprise Cohesion and Coherence
Cohesion of Intention By Managing a Coherent Configuration (Endeavor Architecture) (EA):
1. Components (Subjects)1.1. Locations1.2. Organizations1.3. Organization Units1.4. Functions1.5. Processes1.6. Resources2. Relations2.1. Requirements2.2. Questions and Answers
Measured and Adjusted Progression Towards Defined Future State
1 Where we are today…(As-Is Disorder)(Management)
2 Where we want to go…(To-Be Order)(Leadership)
3 How we’ll get there(Migration)
(Management)
Shortfalls and deficiencies
Gaps andOverlaps
TransitionPlans
A Subject’s Context and Content
Containeror Predecessor
Subject X
Componentor Successor
Subject Y
BaseSubject
ChildSubject
ParentSubject
ParentageInheritance
DescendantInheritance
PastChange
FutureChange
Present Change
Context
Content
Context
Context
Content
Content
Direct and Indirect Subject ConnectionsBasic Modeling Technique
Subject A(Noun)
is directly related to(verb)
Subject B(noun)
Subject C(noun)
is directly related to(verb)
is indirectly related to(has inferred or transitive relationship)
(verb)
Context Content
Context
Content
Context
Content
The Enterprise ObjectValue Chain Relationship Elements
5.Supplier
(Input )
2.1Products
2.2 Process
2.3 Structure
2.4Culture
2.Your
Enterprise(Internal, Insource ,
and OutsourceActivity)
1.Customer
(Output, Outcome)
4.Partner(Output,
Mechanism)
3.Authority
(Control)
6.Public( Output, Control)
Perform,Measure,
andImprove
4.Partner
(Input, Mechanism)
6.Public
(Input, Control)
Predecessor Value-Chain Links
Successor Value-Chain Links
Internal Value-Chain Links
3/26/2009 7
What Is General Endeavor Management (GEM)?A closed loop methodology (i.e., a detailed, self-refining procedure) for building, managing, improving an endeavor’s operations and its decision life cycles. GEM can be implemented as an Intelligence and Operations Management Life Cycle Information System for any purpose at all levels of endeavor activity, for all types of endeavors.
A design for a “common backplane” intelligence and strategic operations management information system, that can support management at any scale from individual to universalA way of perceiving the adaptive endeavor as a single thing within its larger dynamic environment
An executable model of a general endeavor, adaptable to any specific endeavor
A proposed “best practice” for managing, and a core practice for management consulting
Strategic Operations From
Managed Intelligence
Operational And Analytical
IntelligenceRefinement
Intelligence (Semantic)Inventory
IntelligenceUnification
Situational Resource Distribution, Access
Provisioning, Semantic Simulation, and Virtual
Applications
Operations Management
Intelligence Management
3/26/2009 8
What Are The Functions and Products of GEM?
GEM Functions1. Conduct operations under access control2. Learn from operations using intelligence
management functions3. Inventory intelligence (metadata and data)4. Organize intelligence (Knowledge Management)5. Implement resource distribution, access control,
security architecture, simulations, and virtual applications
1. Operation Management 2. Intelligence
Refinement
3. IntelligenceInventory
4. IntelligenceStructure
5. Resource Distribution and
AccessProvisioning
Enterprise Operations
Enterprise Intelligence
GEM ProductsA. Operational experienceB. Operational/analytical results and dataC. Vulnerability/Risk Assessment D. Extracted intelligence, managed metadata and data,
intelligence integration/fusionE. Management intelligence, EA, and requirements for asset
access and distributionF. Vulnerability/Risk IdentificationG. Intelligence distribution for concurrent operations (i.e.,
cooperation), analysis, and decisions
G
A
B
DE
C
F
GEM Overview – Operations Management Life Cycle Views
3/26/2009 9
Implement
SWOT
Risk
Mission/Architecture
Strategy
Measure
Value-ChainSuccessOperations
2. Operations
1. Intelligence
2. Processes
1. Metadata, Data, Semantics
2. Methodology (GEM)
1. Metamodel (EMA)
Strength, Weakness, Opportunity, and Threat (SWOT)
Assessment
Value Chain Assessment (Products, Customers,
Suppliers, Partners, Authorities, Public, Internal Analysis)
Gaps and Overlaps (G&O)
Architectural Knowledge
Organization, Function, Program, or Project OperationsMission
VisionGoals
Performance Measures (Success Indicators)Strategies
Baseline Operations AnalysisProducts/ServicesActivities/SystemsCosts/Benefits
Initiatives (Unfulfilled Requirements)Investment CostPerformance ImpactOperations Cost Impacts
Implemented Plans ReviewActual Performance Assessment
Value Chain AssessmentSWOT AssessmentGaps and Overlaps
Improvement EffortsArchitecture Refinement
3/26/2009 10
Enterprise Basic Questions And Assertion Structure
RESOURCE CONTEXTWhat goes into ___?What results from ___?What constrains ___?What enables ___?
PROCESS CONTEXTHow do we ___?
FUNCTION CONTEXTWhat is done for ___?Why is ___ done?
ORGANIZATION UNIT CONTEXTWho does ___?Who supplies ___?Who produces ___?Who receives ___?
ORGANIZATION CONTEXTWho is responsible for ___?Who has the authority to ___?Who has the resources for ___?
LOCATION CONTEXTWhere is ___?
REQUIREMENT LIFE CYCLE CONTEXTWhen is ___?How many ___?How often are ___?How much is ___?
BASIC QUESTIONS IN CONTEXT
(User Query of GEM Fact Table)
SUBJECT LocationData
Organization Data
Organization Unit (Performer) Data
Function Data
Process Data
Resource Data
Requirement Life Cycle Data
3/26/2009 11
Enterprise Management (EM) Facets
LOCATIONFACET
ORGANIZATIONFACET
ORGANIZATIONUNIT
(PERFORMER)FACET
FUNCTIONFACET
PROCESSFACET
RESOURCEFACET
REQUIREMENTS(Facet
Relations)
3/26/2009 12
Interoperable Enterprise Management (EM) Through Merged Terminology (Taxonomic Facets) and Architecture
Unified ManagementTerminology and Architecture
Domain B TerminologyDomain A Terminology
Domain C Terminology Domain D Terminology
Value Lattice (GEM Ontology and Ecology)
Many Locations
Many Organizations
Many Organization
Units
Many Functions
Many Processes
Many Resources
Many Requirements
Increase value byknowing and optimizing the number of relationships for a given situation.
to
to
to
to
to
to
ManagedRelations and
Attributes
3/26/2009 14
GEM-EMA Value Lattice (Subjects and Linkages)
GEM-EMA
.01 .02 .03 .04 .05 .06LOCATIONCATALOG
ORGANIZATIONCATALOG
ORGANIZATION UNIT(OFFICE/POSITION)
CATALOG
FUNCTIONCATALOG
PROCESSCATALOG
RESOURCECATALOG
MISSIONCATALOG
.07
1.0ENDEAVOR
CONTAINSCONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS
Location Contains Organization
Organization Establishes OU
OU Accomplishes Function
Function Applies Process
Process Produces/Consumes Resource
Resource Satisfies Requirement
Organization Occupies Location
OU Perform Mission
Function Justifies OU
Process Achieves Function
Resource Inputs-To/Results-From Process
Requirements are Satisfied by Resource
Management – Migrating Mission Capability Life Cycle from As-Is to To-Be Performance Levels Through Strategy Implementation
1Where we are today…
(As-Is)
2Where we want to go…
(To-Be)
GEM Decision Management, using Enterprise Architecture, provides a procedure to move from problems to solutions through the balanced implementation of operational and investment strategies.
3How we’ll get there(Transformation)
Problems in accomplishing the mission, caused by new/changed missions and operational and investmentshortfalls and deficiencies, drive requirements.
Requirements for an ideal mission capability and perfect mission performance are stated in the management vision, with attainable goals and success indicators of goal attainment, drive strategies.
Strategies, to achieve the mission’s success indicators provide alternative paths to move the organization from its current operational performance levels to new levels of performance (through improvements) and/or new capabilities (through investments), drive change.
Funding of change strategies need to be balanced within and between:
1) current operations, 2) operational improvements, and3) new investments.
Portfolio Management provides a collection of fully researched, documented, and categorized investments and improvements as possible change strategies for achieving the success indicators.
Executive / Direction / Command FunctionsOrganization, Function, Program, and ProjectMission
VisionGoals
Objectives (Performance Measures, Service Levels)Strategies (Policy, Process, Plan)
Security
Executive / Measurement / Control FunctionsProcess Control PointsTransaction with Metric Collection/Processing
Data ElementsTable Fields
Field Entry Criteria/SecurityField Values (Measured Facts)
Production FunctionsBaseline Operations (As-Is, ABC)
Products (Goods/Services)Activities/SystemsCosts/Benefits
Initiatives (Proposed Operations, FEA)Investment CostsPerformance ImpactsOperations Cost Impacts
Resource FunctionsHuman (Person/Skill)Intelligence
Result/Decision/Knowledge/InformationSemantics/Data/Signals/Event/Situation
FinanceMaterielFacilitiesServices (Outsourced Process)TimeSpaceEnergy
Enterprise Functions (Both Reusable and Unique Processes and Content Across Peers and Subordinates)
Data WarehouseData Analysis
Decision SupportExecutive Information
Enterprise Architecture
Knowledge Models
ExecutiveFunctions(Direction / Command)(Value-ChainEfforts)
ProductionFunctions(Efforts forExternal Customers)
ExecutiveFunctions(Measurement /Control)(Value StreamEfforts)
80%+ Reusable(GEM Focus)
20% Reusable (80% MissionUnique)(Improve WithGEM)
80%+ Reusable(GEM Focus)
80%+ Reusable(GEM Focus)
Data ModelsResourceControlSystemsResourcing
Functions(Efforts forInternalCustomers)
ResourceInformationSystems
3/26/2009 17
Managing an Enterprise
5
4
3/26/2009 18
EMM Level 5: Real-Time Enterprise Management
EMM Level 4: Enterprise Operational Management
GEM and Enterprise Management Maturity (EMM) Levels
GEM provides escalating levels for building and integratinga mature enterprise management capability.
EMM Level 3: Enterprise Architecture
EMM 2EMM 1
EMM 3
EMM 4 EMM 5
Growing the Capability Tree
GEM can begin in any partof the enterprise and grow outward, but
starting with the whole enterprise is recommended for speedy, economic,
effective, and efficient results.
EMM Level 1System
Architecture A
EMM Level 2:Functional
Architecture X
EMM Level 1Database
Architecture B
EMM Level 1Software
Architecture C
EMM Level 2:Program
Architecture Y
EMM Level 1Project
Architecture D
The EMA Foundation Is EngineeringManagement
Process Activities Roles
8. Configuration Change Management•Technology Insertion•Product/Service Test and Evaluation•Governance of Implementation•Governance of Change
10. Enterprise Management Owners, Boards, Executives, and Managers
9. Enterprise Engineering (Enterprise Management Architecture – EMA) Business Architect
(e.g., Enterprise Architects, Management Analysts, Semantic Analysts)
7. Enterprise Architecture (of Solutions)
6. Strategic Management
5. IT Portfolio
4. Infrastructure Engineering Network Architects / Engineers, Solution Architects
3. System Engineering System Architects / Engineers, Solution Architects
2. Software Engineering Software Architects / Engineers, Solution Architects
1. Data Engineering / Management
Data Architects / Engineers, Solution Architects
3/26/2009 20
GEM Example Uses (Market Opportunities)• GEM can be used to simultaneously support and integrate the following government management programs,
among others, as well as the corresponding programs outside of government, in concurrent support of Owners/Citizens Boards/Legislatures, Executives, Managers, Supervisors, Staff, and Operators
– OMB FEA, DoDAF, and TOGAF EA Management– Extending EA and Business Architecture as a Foundation for Providing a Holistic Management Solution– Human Capital, Organization and Staffing, and Force Structure Management– Integrating Enterprise and Functional Governance support– Resource Management Life Cycle Support including OMB A-11– Outsourcing Support including OMB A-76– Internal Management Controls including OMB A-123 and Sarbanes-Oxley– Financial Management including OMB A-127– Management of Information Resources including OMB Circular A-130 – Value-Engineering including OMB A-131– Financial Reporting including OMB A-136– Earned Value Management– Management Architecture, Organization Design, Enterprise Engineering– System and Software Life Cycle Management– Performance/Quality/Cost Improvement (e.g., Lean, Six Sigma, Kaizen, Theory of Constraints, Value-Stream and Value-Chain
Improvements)– BPR and BPM– Cycle Time Reduction– Decision Latency Improvement– FISMA Support and Security Management– Continuity/Risk Management– Metadata, Data, and Semantics Management– Knowledge Management– Virtual Enterprise Database (Enterprise Shared References, Master Data Management)– Value-Chain Integration– Situational Awareness– Command and Control (C2)– Real Time Enterprise– Whole-Enterprise Requirement, Asset, Portfolio, Investment, Program, Project, and Change Management
– See OMB Circulars at http://www.whitehouse.gov/omb/circulars/index.html
How? GEM unifies all Past, Present, and Planned/Potential Operations and their Recorded Intelligence
3/26/2009 21
Concurrent Enterprise Management Services (EMS)
Support for Owners/Boards and Executives. (Extending EA and Business Architecture as a Foundation for Providing a Holistic Management Support
Solution Integrating: Enterprise and Functional Governance, Resource Management Life Cycle including OMB A-11, Outsourcing including OMB A-76, Internal Management Controls including OMB A-123 and Sarbanes-Oxley,
Financial Management including OMB A-127, Value-Engineering including OMB A-131, Financial Reporting including OMB A-136, Earned Value
Management, Enterprise Engineering, Performance/Quality/Cost Improvement (e.g., Lean/Kaizen, Six Sigma, Theory of Constraints, Value-
Stream Improvements), BPR, Cycle Time Reduction, Decision Latency Improvement, FISMA Support and Security Management, Continuity/Risk Management, Metadata Management, Knowledge Management, Virtual
Enterprise Database, Value-Chain Integration, Situational Awareness, C2, Real Time Enterprise, and Whole-Enterprise Requirement, Asset, Portfolio, Program,
Project, Change Management, etc.)
GEM-Enabled Service Categories Support Any Executive Agenda, Including The US President’s Management Agenda (PMA)
IT Enterprise Architecture Services (EAS)(Advising-On and Implementing FEA, Zachman, DoDAF (1, 1.5, 2),
TOGAF 8/AMP, Spewak EAP, etc. EA, and IT Portfolio Management)
IT Services (ITS)(Providing Web, LAN/WAN/Wireless, Applications, Application and Data
Integration, Databases, Data Warehousing, IT Operations, Customer Service, Legacy, etc. ITIL/ITSM/CMMI/SOA/ESB, DoDAF)
Network Infrastructure Services
•Owners/Citizens•Board/Congress•CEO/President•COO•CFO•CHCO•CKO•CIO•Functional Managers
•CFO•CIO•CTO
•CIO•CTO•System / Software Development Managers
Target Audience
There are no competing EM methodologies
There are multiple IT EA and IT Portfolio Vendors and Approaches which can be integrated by GEM and extended using GEM, but very few IT EA methodologies and no whole-enterprise EA methodologies
There are many competing IT and Network Service Vendors
PMA Initiatives1.Human Capital2.Competitive Sourcing3.Financial Performance4.Enhanced eGovernment (e.g., e-Gov, EA)
5.Budget/Performance Integration (Scorecard)
3/26/2009 22
GEM Strategic Management Spiral Life Cycle
Strength, Weakness, Opportunity, and Threat (SWOT)
Assessment
Value Chain (Products, Customers, Suppliers, Partners, Authorities,
Public, Internal Analysis)
Model the EnterpriseInventory and Categorize FunctionsArchitect Functional References and Methodologies (e.g., Enterprise Architecture)Manage Mission (Per Organization, Function, Program, Project, or Person)
Define and/or Validate MissionEstablish and Communicate Vision
Establish and Validate GoalsDefine Success Indicators (e.g., Performance Objectives, Measures, Service Levels,
Contract Deliverables)Develop Strategies (Requirements Management and Analysis) (Projects)
Plan Current Operations (Recurring Functions/Programs/Projects)Activities /Services (Performance Metrics)Products /Systems /Software (Product/System Specifications)Costs/Benefits
Plan Initiatives (New/Improved Functions/Programs/Projects)Investment Cost (Infrastructure, Development, Procurement)Performance ImpactOperations Cost Impacts
*Implement Strategy Plans (Projects, Accounting, Configuration Mgmt)*Perform Project*Track Project Performance*Account for Project Resources*Manage Project Configurations*Measure Project Performance
*Review Strategy Performance*Adjust Performance for Mature Mission ManagementManage Full Enterprise Configuration (Reorganization, Reallocation, etc.)
Gaps and Overlaps (G&O)
Architectural Knowledge
Improvements/BPR
3/26/2009 23
Steps in Building the GEM-EMA, A Process of Discovery and Capture
LocationData
Organization Data
Organization Unit Data
Function Data
Process Data
Resource Data
1. Location2. Organization
3. Workforce (Office, Team, Role, Billet, Occupation)4. Function
5. Process6. Resource
Life Forms (People,etc)InformationSkillsFundsMaterielFacilitiesServiceSpaceTime
7. Requirement Life Cycle State
AssessConceptRequestAuthorizeApproveAcquireAllocateDeployOperate (Deadline)Maintain
I. Enterprise Vocabulary from Data and Its Metadata
II. Enterprise Inventory (Vocabulary Categories and Instances)
IV. Enterprise Knowledge(Vocabulary Relations)
MissionVision
GoalsSuccess Indicators
(Commitments, Service Level Agreements, Contract Deliverables, Performance Measures, Objectives)
Strategies (Requirements Basis)(Plans, Technical Approaches, Projects)
Policies
}
ActivitiesNew InitiativesCurrent Operations
VII. Enterprise Standards and References
III. Enterprise Management
V. Life Cycle Stages
QuantitiesQualitiesDeadline
VI. Requirements
Business Interfaces1. Customer2. Internal3. Supplier4. Authority5. Partner6. Public
VIII. Value Chain Impact and SWOT
Performance Assessments
1. Strength2. Weakness3. Opportunity4. Threat
4. Concurrent Assessments and Decisions
3.1 Context/Intelligence Structure (Enterprise Dynamic Knowledge-Base)
Continuous Intelligence
Inventory of 2. Operational) and 3.
Analytical (Data/Semantic)
Content
3.2 Mission-Based Asset Distribution, Responsibility, and Access Provisioning
2/3 Enterprise Intelligence Spiral
Strength, Weakness, Opportunity, and Threat
(SWOT)Assessment and Risk Assessment
------------
Mission/VisionGoals
Performance ObjectivesPerformance Targets/Indicators
Develop StrategiesRecurring Operations
---------
Initiatives (Projects)---------
Implement StrategiesPerform Projects---------
Measure Project PerformanceReview Strategy PerformanceAdjust Performance
---
1. Enterprise Concurrent Operations Spiral
Value Chain Assessment (Products, Customers,
Suppliers, Partners, Authorities, Public, Internal Analysis)
The GEM Dual-Spiral Operations Life Cycle Process, Extending OMB FEA Efforts
3.1.1 Mission Capability Requirement Source, Actors 3.1.2 Reusable Capability Designs and Implementations
SUBJECT LocationFacet
Catalog
Organization Facet Catalog
Organization Unit (Performer) Facet
Catalog
Function Facet Catalog
(incl. BRM)
Process Facet Catalog
(incl. SRM)
Resource Facet Catalog
(Incl. DRM, TRM)
Requirement Facet Catalog
(Incl. PRM)
1. BRM(Assigned Functional Missions + Assumed Supporting Functions)
2 and 7. PRM(Strategic Mgmt, Ops & Invest. Strategies, Priorities, Portfolios)
3. SRM(Best Practice, Re-usable
Processes)
4. DRM(Data Description, Context,
and Sharing. Metadata Management)
5. TRM(Technology Catalog and
Qualifying Products)
6.5.1 D&A Physical IT6.5.1.1 D&A Systems6.5.1.2 D&A Infrastructure
OMB FEA
Location Contains Organization
Organization Organizes Performers
Performer Accomplishes Function
Function Applies Process
Process Produces/Consumes Resource
Resource Satisfies Requirement
Organization Occupies Location
Performers Perform Mission
Function Justifies Performer
Process Achieves Function
Resource Inputs-To/Results-From Process
Requirements are Satisfied by Resource
4. Concurrent Assessments and Decisions
3.1 Context/Intelligence Structure (Enterprise Dynamic Knowledge-Base) (IOLCM A)
Continuous Intelligence
Inventory of 2. Operational) and 3.
Analytical (Data/Semantic)
Content (IOLCM G)
3.2 Mission-Based Asset Distribution, Responsibility, and Access Provisioning
2/3 Enterprise Intelligence Spiral
Strength, Weakness, Opportunity, and Threat
(SWOT)Assessment and Risk Assessment
------------
Mission/VisionGoals
Performance ObjectivesPerformance Targets/Indicators
Plan and Develop StrategiesRecurring Operations
---------
Initiatives (Projects)---------
Implement StrategiesPerform Projects---------
Measure Project PerformanceReview Strategy PerformanceAdjust Performance
---
1. Enterprise Concurrent Operations Spiral
Value Chain Assessment (Products, Customers,
Suppliers, Partners, Authorities, Public, Internal Analysis)
Dual-Spiral Operations Life Cycle Process, With Reference Taxonomies and Line of Sight Relations
3.1.1 Mission Capability Requirement Sources 3.1.2 Reusable Capability Designs and Implementations
SUBJECT Locations•Physical• Postal• Geospatial• Floor Plan•Virtual• IT Network• Phone• Radio•Conceptual
Organizations•Government•Commercial•Non-Profit•Volunteer
Organization Units•Offices• Staff• Program• Project•Teams•Positions•Roles•Performers•Actors
Functions•Production (Mission)•Executive•Support•BRM Functions•Industry Codes (NAICS)•DoD Missions (UJTL, JCA, METL)•National Essential Functions (NEF)
Processes•Natural•Manual•Mechanical•Electrical•Electronic•Automated• Tightly Coupled• Loosely Coupled (SRM Component)•Workflow/Agents
Resources•People•Intelligence (DRM & SRM Services)•Funds (PRM)•Skills•Materiel (TRM)•Facilities•Outsourced Services•Other
Requirement LCM (PRM)•Initial•Requested•Authorized•Allocated•Acquired•Deployed•Operating•Assessed•Disposed
Location Contains Organization
Organization Organizes Performers
Performer Accomplishes Function
Function Applies Process
Process Produces/Consumes Resource
Resource Satisfies Requirement
Organization Occupies Location
Performers Perform Mission
Function Justifies Performer
Process Achieves Function
Resource Inputs-To/Results-From Process
Requirements are Satisfied by Resource
Intelligent Operations - Management Life Cycle (IOLCM)
IOLCM Step
A: Build and refine enterprise knowledge base (EKB) using extended EA approach
B: Apply consistent EM/EA continuous improvement process
C: Assess the enterprise (Value‐Chain, SWOT, Risk/Vulnerability)
D: Set the enterprise‐direction (Mission, Vision, Goals, Objectives, Success Indicators)
E: Establish enterprise strategies
F: Implement enterprise strategies
G: Update the enterprise knowledge base
Operate(IOLCM F)
Improve(IOLCM B)
IOLCM C
IOLCM D
IOLCM EIOLCM C
GEM Supports Enterprise Leadership and Management Functions- Progression from Current Disorder to New Order, With Cohesion
1Our Status Yesterday…
(As-Is Disorder)
2Our Intended Status Tomorrow…
(To-Be Order, Command)
Value-Lattice(Integrated Value Chains)
Operating Environment Mission
Vision
5. Tightening “Acceptable Performance” Operation Indicators from Lessons Learned
(Intelligence Refinement)
Risk and Vulnerability Assessment, Performance Measurement,
And Adjustments
Objective Criteria
GoalStrength,
Weakness, Opportunity, and Threat Awareness
4. Evolving Operation StrategyTo Close Gaps and Reduce Overlaps
(Adaptation Decisions)
3How We’ll Get There Now(Transformation, Control)
Leadership ProvidesCohesion (i.e., Control)By ManagingThe Configuration Of Enterprise Architecture”1. Enterprise Components1.1. Location1.2. Organization1.3. Organization Unit1.4. Function1.5. Process1.6. Resource2. Component Relations2.1. Categorization2.2. Containment2.3. Sequence2.4. Version2.5. Equivalence2.6. Variation2.7. Reference3. Capability Requirements3.1. Conceptual3.2. Specified3.3. Authorized3.4. Funded3.5. Implemented3.6. Operational3.7. Disposed
Leadership Provides Measured and Adjusted Progression, Transforming Enterprise Into An Intended Future State (i.e., Command)
LeadershipDecision Management
Leadership and Management of the “Operational Part of Architecture” Both Depend On Organization of Data (i.e., “the Intelligence Part of Architecture”) About The Enterprise and Its Environment
Implementing GEM: Aligning Missions, Functions, and Resources (e.g., IT)
Typical Basic EAInitial Efforts
EA Extension Efforts
Using Extended EA for IntegratedProcess Improvement, Business Process Modeling and Management, and Activity-Based Costing (Budgeting)
Using Basic EA for Solution Architecture And Design Compliance
Using Extended EA for Program / Project / System / Software Validation and Verification (V&V) and Security Certification and Accreditation (C&A)
3/26/2009 28
GEM-EMA Subjects and Linkages, Compared to the OMB FEA and Agency IT Management
GEM-EMA
.01 .02 .03 .04 .05 .06LOCATIONCATALOG
ORGANIZATIONCATALOG
ORGANIZATION UNIT(OFFICE/POSITION)
CATALOG
FUNCTIONCATALOG
PROCESSCATALOG
RESOURCECATALOG
REQUIREMENTCATALOG
.07
1.0ENDEAVOR
CONTAINSCONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS
1. BRM(Assigned Functional Missions + Assumed
Supporting Functions)
2 and 7. PRM(Strategic Mgmt, Ops & Priorities,
Portfolios, Invest. Strategies, Programs, Projects)
4. SRM(Best Practice, Re-usable Info Products and Processes)
3. DRM(Data Description,
Context, and Sharing. Metadata
Management, Shared Controlled
Vocabulary)
5. TRM(Technology Catalog and Qualifying Products)
6.5.1 Agency Physical IT6.5.1.1 Agency Systems6.5.1.2 Agency Infrastructures
OMB FEAHas Partial Endeavor Coverage
Basic Relations or Rules (Axioms)
Categories (Data, Metadata, Taxonomies)
World View (Process + Data + Rules, Ontology)
Containment-Relations (Part-Of)
ORGANIZATION AND FUNCTION, STAFF STRUCTURE REQUIRED FUNCTIONAL RESOURCES (As Capabilities)
3/26/2009 29
GEM-EMA Subjects and Linkages, Extending the OMB FEA to Govern All Resources
GEM-EMA
.01 .02 .03 .04 .05 .06LOCATIONCATALOG
(RM)
ORGANIZATIONCATALOG
(RM)
ORGANIZATION UNIT(OFFICE/POSITION)
CATALOG(RM)
FUNCTIONCATALOG
(RM)
PROCESSCATALOG
(RM)
RESOURCECATALOG
(RM)
REQUIREMENTCATALOG
(RM)
.07
1.0ENDEAVOR
CONTAINSCONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS
1. Business Architecture (BRM +
Extension)(Assigned Functional Missions + Assumed
Supporting Functions) 2 and 7. PRM
(Strategic Mgmt, Ops & Priorities, Portfolios, Invest. Strategies,
Programs, Projects)
3. SRM(Best Practice, Re-usable Info Products and Processes)
4. DRM(Metadata, Controlled
Vocabulary)
5. TRM(Technology Catalog and Qualifying Products)
6. Resources over their life cycle .6.1 People6.2 Intelligence6.3 Funds6.4 Skills6.5 Materiel6.5.1 Physical IT6.5.1.1 Systems6.5.1.1.1 Software Systems6.5.1.2 Infrastructure6.5.2 Goods6.6 Facilities6.7 Services6.8 etc.
Basic Relations or Rules (Axioms)
Categories (Data, Metadata, Taxonomies)
World View (Process + Data + Rules, Ontology)
Containment-Relations (Part-Of)
FEA + Extension for Functional Context and All Budgeted Resources
3/26/2009 30
Enterprise Architecture – Main US Federal (OMB FEA and Defense) Elements
Technology Infrastructure, Systems, and Devices Testing, Development, and Deployment
Technology Demonstrations, Prototypes, Pilots, Operation, and Maintenance
Technology Architecture (TA)(Including FEA Technical Reference Model - TRM)
Data Architecture (DA)(Including FEA Data Reference Model - DRM)
Application Architecture (AA)(Including FEA Service Component Reference Model - SRM)
Business Architecture (BA) (Including FEA Performance Reference Model – PRM, and Business Reference Model - BRM)
BA-BRMElements
BA-PRMElements
Function Capability
Service Components
Technology Service
Components
Management Consulting and
ResourceManagement
Services
ITServices
DoDAFOV
DoDAFAV
DoDAFTV
DoDAFSV
SecurityArchitecture,
TOC, Portfolio Mgmt, Business
Case
3/26/2009 31
GEM Whole Enterprise EA – Initial Management Context and Content SurveyFeed all collected responses to these questions into the EA repository, noting that items 30 and 31 related to actual infrastructure and system development, deployment,
operation, and maintenance, not enterprise architecture. However, these items form the basis for measuring compliance with the architecture and the success/fit of the architecture to the enterprise/function mission.
0. Identify your enterprise, most typically your organization. For your enterprise, identify the following to the degree you consider economical and relevant. Store and maintain all of this information in a single data store to reduce enterprise operational and analytical fragmentation.
1. What locations are relevant to you? Where do you operate?2. What is your organization's name? What are the organization names of your value-chain stakeholders (i.e., customers, suppliers, authorities, your own performers,
your subordinate organizations, public groups, and partners), and what are their locations which are relevant to you?3. What are your organization's internal units, as typically portrayed as blocks on an organization chart, or more formally identified by a budget, plan, or program within
your organization's aggregate financial management plan? What are the relevant organization units of the value-chain organizations within your organization unit?4. What are the functions (i.e., assigned work) performed by your organization units? What are the relevant functions performed by their relevant organization unit value-
chains?5. What is the mission of each organizational unit's function?6. What policy (minimally the values and perspective per the Carver Policy Governance method) governs the function?7. Which person, identified by name, unique identifier, and assigned position, is responsible for achieving the function's mission?8. What is the boundary of the functional mission's authority in terms of function, functional interfaces, organization units, organizations, and locations?9. What is the responsible person's vision of perfect mission performance?10. What measurable goals has the responsible person defined to achieve the vision of perfect mission performance?11. What performance targets (e.g., objectives), specified in terms of schedule, cost, and quality, has the responsible person defined to attain these goals?12. What quantitative performance success indicators give proof of reaching the objective on time, within budget, to the required quality specified?13. What strategies, including executing portfolios of investments to organized and prioritized to achieve the success indicators, will enable the responsible person to
quantitatively prove, through meeting the specified performance indicators, that they have attained their objectives, and thus goals, and thus mission?14. What plans, either for recurring (e.g., steady-state) operations or new initiative projects, will be used to implement each strategy?15. What process will be followed in performing the planned recurring operation or initiative project?16. What specific procedure will be followed at each defined step of the process, by which Organization Unit, within which Organization, at which Location?17. What template will be used to collect or present information used in the procedure, and is this template automated (e.g., online form, web service) or manual (paper)?18. What constraints, rules, or principles must be complied with in using the template?----(Overlapping/interfacing with Data Architecture in items 19-21)----19. What metadata does the template and constraint contain, and what specific semantically-controlled term does the metadata represent?20. What is the unique ID for each metadata item in each template and each constraint?21. What is the procedural transaction data for each metadata item in the template or constraint?---(Overlapping/interfacing with Solution and Technology Architectures in items 22 - 24)----22. What equipment, infrastructure, systems, software systems, supplies, and/or service is required to complete the procedure, in what quantity, with what qualities, on
what schedule?23. What category describes each equipment, infrastructure, systems, software systems, supply, and service resource, and is this category approved by the enterprise's
architecture (i.e., component and interface) control authority to avoid wild variance in enterprise resources?24. What are the item/product/vendor specifics of the equipment, supply or service required for the procedure, and is this technology ubiquitous, in early adoption, or in the
research stage?25. What are the collected requirements, defined in terms of procedural performance resources, in specific quantities, with specific qualities, at specific times, at specific
cost, for fully implementing the plans?26. What is the budget in the current and future years for filling the requirements of the plans, for the strategies, in accomplishing the function's objectives, goals, and
mission?27. What budget line items, in the aggregate, fully describe the requirement?28. What elements of expense (i.e., pre-established categories of resources) categorize each budget line?29. As sub-functions, what programs, as collections of inter-related projects, and which program and project managers, are given responsibility for satisfying the
requirements?30. What capability technology insertion, development, and deployment projects are governed by the Program and Project Managers, and what are their detailed
performance schedule, budget, and quality constraints? (Recommened: use ANSI 632 System Engineering Process, and ISO 12207 Software Life Cycle Management as guidelines here)
31. What initial and recurring capability prototyping, operations, and maintenance are governed by the Program or Functional Managers, and what are their detailed performance schedule, budget, and quality constraints? (Recommended: use ANSI 632 System Engineering Process, and ISO 12207 Software Life Cycle Management as guidelines here).
BA
BA
DA
AATA
3/26/2009 32
GEM-EMA – Recurring Procedural Flow, Overlaid with OMB FEA Reference Model Blocks, DoDAF Views, and Common Business Improvement Efforts
(A Solution Development Life Cycle (SDLC), Operating Concurrently For All Enterprise Organizations, Functions, Programs, and Projects)
4. Function 6. Policy
15. Process
16. Procedure
17. Templates
19. Metadata
21. Data
18. Constraints, Rules, and Principles
8. Authority 26. Budgets 27. Budget Lines
22. Equipment, Supplies, and Service (IT and Others)
13. StrategiesDefinitions& Portfolios
14. Plans29. Functional
Programs& Projects
32. Review Performance
28. Expense Elements
5. Mission
9. Vision
10. Goals
11. Objectives
12. PerformanceIndicators
30. Technology Infrastructure, Systems, and Devices Testing, Development, and Deployment (TA)
31. Functional Operations and Technology Inventory, Prototyping, Operation, and Maintenance (TA)
7. Responsibility
23. Technology Catalog
24. Technology-Specification and Insertion
20. Data Dictionary
TechnologyArchitecture(IncludingTechnicalReference Model - TRM)
Data Architecture(Including FEA Data Reference Model - DRM)
ApplicationArchitecture(Including FEA Service Component Reference Model - SRM)
Business Architecture (Including FEA Performance Reference Model –PRM, and Business Reference Model - BRM)
25. Requirements
BA-BRMElements
BA-PRMElements
EnterpriseManagement
Services
ITServices
3. Organization Unit 2. Organization 1. Location
7. Performance Targets
15.1 Vocabulary
19.1 Key Words 19.2 Taxonomy
19.3 Concept Maps19.4 Semantic Models
And Data Models
19.5 Ontologies
21 Knowledge
Bases
25 FunctionalRequirements
Function Capability
Service Components
DoDAFOV
DoDAFAV
DoDAFTV
DoDAFSV
SecurityArchitecture,
TOC, Portfolio Mgmt, Business
Case