nyc technology forum enterprise architecture greg lomow chief architect bearingpoint, inc. november...

NYC Technology ForumEnterprise Architecture

Greg Lomow

Chief Architect

BearingPoint, Inc.

November 6th, 2008

© 2008 BearingPoint, Inc. 2NYC Technology Forum Enterprise Architecture - Lomow

Enterprise Architecture SessionAgenda

The purpose of Enterprise Architecture is to manage and align business processes with software components, systems, networks, operations and projects.

The goal is simple: to operate better, faster and cheaper by leveraging a consistent architecture throughout the enterprise.

This session will focus specifically on the newly created Enterprise Architecture from DoITT

Speakers

• Greg Lomow, Senior Manager, Public Services Solutions Group, BearingPoint, Inc.

• Anthony Insolia, Department of Information Technology and Telecommunications (DoITT), City of New York

• Jane L. Landon, Deputy Commissioner and Chief Information Officer, Department of Finance, City of New York


Government Challenges

Tight budgets

• “Do more with less”

Cost overruns

Non-Compliance

Redundant Processes, Data, Systems

• Rework, re-entry of data

Out-dated, non-supported technologies

Stove-piped, non-integrated systems

Lack of standardization

Enterprise Architecture is integral to improving the government’s efficiency and effectiveness by

• Improving mission outcomes

• Helping to deliver better services to citizens and business

• Promoting collaboration among agencies for government-wide improvement

• Maximizing technology investments to achieve better mission results

• Facilitating horizontal and vertical integration of IT resources

• Obtaining cost savings by eliminating or consolidating duplicative processes or systems.


What is Enterprise Architecture

Enterprise Architecture is …

• A planning frameworkplanning framework for ensuring that an organization’s use of and investment in information resources and technologies align with and support its business needs

• A means of looking holistically at an entire enterpriselooking holistically at an entire enterprise, across barriers that have developed over time in many organizations (functional, programmatic, or organizational stovepipes)

• A view of the current environment (baselinebaseline), a vision for the future (targettarget), and a plan for moving from the baseline to the target environment ( implementation planimplementation plan, migration plan, or transition plan)

• Just one interlocking piece of a broader planning frameworkpiece of a broader planning framework that includes strategic planning, capital planning and investment control, budgeting, systems development/ acquisition life cycle management, and other key processes

Enterprise Architecture IS NOT … • Business process reengineeringBusiness process reengineering

• A simple one-size-fits-allone-size-fits-all approach approach

• Detailed system-level designssystem-level designs or architectures

• A panaceapanacea that will solve all of an organization’s information management problems


Why Enterprise Architecture

Reduced time and cost of change Adaptive to market changes Platform that enables efficient changes to the business

process

Leverage existing IT investment and exploit commonality

Do more with less Lower deployment and maintenance costs

Speed of execution and deployment Platform that allows reusing and redeploying assets

across business initiatives

Ability to realize and monitor targeted benefits and ROI

Unlock IP from proprietary vendor technologies Increased % of IT spend on business innovation


Enterprise Architecture andEnterprise Governance

Enterprise Architecture provides structure to ensure that investment decisions and project efforts are in line with strategic goals, organizational standards, core principles, mission performance goals, and ability to execute.

GOVERNANCE

EnterpriseEnterpriseArchitectureArchitecture

EnterpriseEnterpriseArchitectureArchitecture

PortfolioManagement

PortfolioManagement

MissionMissionExecutionExecutionMissionMission

ExecutionExecution

Measure &Measure &EvaluateEvaluate

EnterpriseEnterprisePerformancePerformance

Measure &Measure &EvaluateEvaluate

EnterpriseEnterprisePerformancePerformance

BusinessIntelligence

Mission Goals Principles

Initiatives

BusinessImprovements

Strategic PlanStrategic PlanStrategic PlanStrategic Plan

LessonsLearned

TechnologyStandards

InvestmentDecisions

NewSystems

& Processes

Financial &Performance Measures

PerformanceMeasures

GO

VE

RN

AN

CE

GO

VE

RN

AN

CE

GOVERNANCE


Select Control Evaluate

Requirements Analysis/Design Develop Test Deploy O&M

Identify Specify Configure Test Deploy O&M

Strategic: Portfolio Management

Solution: Solution Development

Technical: IT Infrastructure

Enterprise Architecture Uses


Enterprise Architecture Methodology

Technical: IT Infrastructure

Solution: Solution

Development

Strategic: Portfolio

Management

Strategy

Identify1

Document6 Document6

Discover5Discover5

Define4 Define4

Scope3 Scope3

Constrain2Constrain2

Configure7 Configure7

Deploy8 Deploy8

Maintain9 Maintain9

Design Build Deploy Operate

BearingPoint’s ProvenCourse Methodology Framework

Mission, Concept of Operations

Principles, Legislation, Guidance

Context Diagrams

Value Chain

Business Service Process Threads

BPMN

BPEL, UML

BPM

BAM, EAM

Concept

Realization


Alignment Between Strategy, Performance Goals, Constraints and Proposed Investments

Environmental Trends•ET-19: Lack of Qualified Treatment Providers in the District

Enterprise Business Strategies

•EBS-8: Treatment and Service Quality Management Program •EBS-10: Partner Evaluation Strategy

Modernization Approaches

•MA-11: Customer Relationship Management (CRM)

Increase public safety, prevent crime, reduce recidivism, and support the fair administration of justice in close collaboration with the community we serve. The agency will enhance decision-making and provide effective community supervision, thereby ensuring public

confidence in the criminal justice system.

CSG-1: Establish strict accountability and prevent the population supervised by CSOSA from engaging in criminal activity.

CSG-2: Support the fair administration of justice by providing accurate information and meaningful recommendations to criminal

justice decision-makers.

CSOSA CORE STRATEGIC GOALS

CSOSA CRITICAL SUCCESS FACTORS

CSF-1: Risk and Needs Assessment

CSF-2: Close Supervision

CSF-3: Treatment and Support Services

CSF-5: Timely and Accurate Information

CSF-4: Partnerships

Enterprise Business Strategies

Modernization Approaches

EBS-1: Risk and Needs Based ToolsetsEBS-2: Efficient Pre-Sentence Investigation ProcessEBS-3: Effective Model for Drug Testing EBS-4: Incorporating More Communication Internally and ExternallyEBS-5: Facilities Investment to Enable Business Execution EBS-6: Purposeful Supervision Leading to Improved Performance MeasurementsEBS-7: Sanctions MatrixEBS-8: Treatment and Service Quality Management programEBS-9: Targeted Treatment and Support Service ProgramsEBS-10: Partner Evaluation Strategy EBS-11: Partnership ExpansionEBS-12: Secure and Accessible InformationEBS-13: Inter-Agency Resource Optimization

MA-1: Data Consistency and Quality ManagementMA-2: Supervision Performance Management InnovationMA-3: Program Results MonitoringMA-4: System Engineering CapabilityMA-5: Integrated, Innovative Case ManagementMA-6: Forward deployed Network Infrastructure MA-7: Mobile Computing DevicesMA-8: Biometric TechnologyMA-9: Kiosk / Voice Response ReportingMA-10: Prioritized and well funded TrainingMA-11: Customer Relationship Management (CRM)MA-12: Portal technologyMA-13: Voice Recognition SoftwareMA-14: Cross-Reactivity Technology

Environmental Trends

ET-1: Business Velocity ET-2: Private Sector Increase ET-3: Front-Line Knowledge Needs ET-4: Worker Shortage ET-5: Culture Changes ET-6: Union Influence ET-7: Data Inconsistency ET-8: Infrastructure Growth ET-9: Management Alignment/PrioritizationET-10: Information Sharing Growth ET-11: Agency Service Integration Trend ET-12: External Information Access Need

ET-13: Personnel Security Requirements ET-14: Performance Reporting Requirements ET-15: Offender Housing Difficulties ET-16: Stakeholder Availability ET-17: Increased CSOSA Reliance on InformationET-18: Wrong Perception/Budget Constraints ET-19: Lack of Qualified Treatment Providers in the DistrictET-20: Educational Trends/Mode of the Moment

CSOSA MISSION

ET-21: Technology Evolution Velocity ET-22: Packaged Solutions Increase ET-23: Best Practice Impacts ET-24: Workforce Satisfaction ET-25: Single Point of Entry Need ET-26: Wireless Advancements ET-27: IT Security Requirements ET-28: Growing Data Volume and Complexity ET-29: Need for Improved Interfaces


An Illustration of the Execution Framework: Identification of Different Architecture Views

Technology ViewIntegration, Infrastructure & Technology Reference Model

Organizational ViewCommunities of Interest, Roles, Organizational Structure

Disaster Recovery

Privacy Impact

Controls

Authentication

Certification & Accreditation

PerformanceView

Goals &Objectives

BusinessServicesProcessThreads

Solution View

Business Processes

BusinessView

Information View

Use Case(UML)

Enterprise Service Bus

SharedTechnical Services

Meta Data

Technology

Re-engineeredProcess &Activities

Staff Member

Treasury

Accountant

Vendor

Purchasing Agent

Manager

PostAccounting

Pay Vendor

MaintainPropertyRecord

Receive Goods

Verify Funds

IssuePurchase Order

Solicit Vendors

SubmitPurchaseRequest

Finance

Enterprise Applications

Value Chain

SecurityView

ERD/ IER

Subject Areas

• Cash Mgmt.• Inspections• Compliance

• Enforcement• Compensation

HRMSSupply Chain

Case Mgmt.


OperationalView

Identifies WarfighterRelationships and Information Needs

SystemsView

Relates Capabilities and Characteristicsto Operational Requirements

TechnicalView

Prescribes Standards andConventions

Specific CapabilitiesIdentified to SatisfyInformation-ExchangeLevels and OtherOperational Requirements

Technical Criteria GoverningInteroperable Implementation/Procurement of the SelectedSystem Capabilities

Operational

System

s

Technical

Operational

System

s

Technical

Enterprise Architecture Frameworks:DoDAF, FEA and Zachman Frameworks

Business Reference Model (BRM)• Lines of Business• Agencies, Customers, Partners

Service Component Reference Model (SRM)• Capabilities and Functionality• Services and Access Channels

Technical Reference Model (TRM)• IT Services• Standards

Data Reference Model (DRM)• Business-focused data standardization • Cross-Agency Information exchanges

Busin

ess-D

riven A

ppro

ach

Performance Reference Model (PRM)

• Government-wide Performance Measures & Outcomes• Line of Business-Specific Performance Measures & Outcomes

Federal Enterprise Architecture (FEA)Com

ponent-B

ase

d A

rchite

cture

Physical

Logical

Conceptual

Contextual

Why How What Where When Who

Business Drivers, Mission

Alignment

ConOps, Value Chain

List of Business Objects

and Subjects

List of Locations

List of Key Business Events

List of Roles, COIs

& Organization

Requirements, Performance Objectives,

Service Descriptions

Business Services

Process Flow, Process

Definitions (BPMN)

ERD, Information Exchange

Matrix, Business

Vocabularies

Locations mapped to roles and processes

Business Domain Event

Models

Mapping of roles and

processes to COIs and

Organization

Business Rules,

Business & Technical

Service Levels

Process Simulation (BPEL &

UML) Use Cases (UML)

Data Flow Diagrams, Business

Taxonomy, Ontology, & Semantics

Systems Architecture,

Managed Services locations

Process Orchestration

User Profiles

Business Activity

Monitoring

Business Process

Management, COTS

Applications

Data Domain Services

Infrastructure Domain Services

Business Process

Management, COTS

Applications

Security Domain Services (SSO)


Physical

Logical

Conceptual

Contextual

Why How What Where When Who

Business Drivers, Mission

Alignment

ConOps, Value Chain

List of Business Objects

and Subjects

List of Locations

List of Key Business Events

List of Roles, COIs

& Organization

Requirements, Performance Objectives,

Service Descriptions

Business Services

Process Flow, Process

Definitions (BPMN)

ERD, Information Exchange

Matrix, Business

Vocabularies

Locations mapped to roles and processes

Business Domain Event

Models

Mapping of roles and

processes to COIs and

Organization

Enterprise Architecture Frameworks:Zachman Framework

Business Activity

Monitoring

Business Process

Management, COTS

Applications

Data Domain Services

Infrastructure Domain Services

Business Process

Management, COTS

Applications

Security Domain Services (SSO)

Business Rules,

Business & Technical

Service Levels

Process Simulation (BPEL &

UML) Use Cases (UML)

Data Flow Diagrams, Business

Taxonomy, Ontology, & Semantics

Systems Architecture,

Managed Services locations

Process Orchestration

User Profiles

nyc technology forum enterprise architecture greg lomow chief architect bearingpoint, inc. november...

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