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Architecture and Infrastructure Committee (AIC)
Briefing to FOSE 2003
April 9, 2003
Page 2
AIC Objectives
Integrate OMB and CIOC Architecture EffortsDevelop (simpler) and Consistent Taxonomy and TerminologyFacilitate Cross-agency efforts: common meta data, tools Oversee “operationalization” of architecture efforts
A new subcommittee structure was developed to support these objectives
Page 3
New AIC StructureMove from ad hoc efforts to priority and
schedule-driven efforts with committed staff
GovernanceJohn Przysucha, DOEBob Haycock, FEAPMO
ComponentsReynolds Cahoon, NARABob Haycock, FEAPMO
Working GroupsXML - Marion Royal, GSA; Owen Ambur, DOI
Universal Access - Susan Turnbull, GSA
XML Web Services - Brand Niemann, EPA PKI - Judith Spencer, GSA
AICLaura Callahan, DHS • John Gilligan, USAF • Norm Lorentz, OMB
Emerging Tech.Dawn Meyerriecks, DISAMark Day, EPA
Page 4
CIO Council has established expectations for federal agency participation in AIC
Agencies have begun designating senior-level representatives to the Governance and Components Subcommittees (25% time commitment per subcommittee).
Volunteers have begun populating the Emerging Technology Subcommittee and its ongoing working groups.
Subcommittee participation contributes to executive development objectives of CIOC.
AIC products will benefit all agencies and accelerate achievement of CIOC
goals
Page 5
Enterprise Architecture Governance Subcommittee
Leadership – John Przysucha, DOE; Bob Haycock, OMB
Subcommittee Mission: Develop policy, direction and guidance by which the Federal Enterprise
Architecture (FEA) is a driver of business process improvement, investment management, and technical decisions in order to institutionalize the FEA throughout Government
Assist in implementing the FEA and other Enterprise Architectures (EAs) throughout Government
Three Subcommittee Goals:1. Integrate EA into the Government’s management processes2. Define the alignment of department/agency EAs with the FEA3. Describe how the FEA will facilitate the connection of State and Local EAs to
Federal business lines and agency architectures
Recent Progress: Subcommittee members selected and subcommittee activated FY 2003 work plan completed
Page 6
Enterprise Architecture Governance Subcommittee Tasks
• Develop FEA Principles
• Integrate EA into the Capital Planning and Investment Control Process• Integrate EA into the Strategic Management and Budget Formulation/Execution Processes• Integrate EA into the Project Management, Workforce Planning and Security Management Processes
• Determine the major EA frameworks used by Federal agencies• Analyze how agencies align with the emerging FEA• Propose a federated FEA model that complements agency EAs
• Develop a Government Enterprise Architecture Framework• Conduct a Joint Architecture Integration Pilot • Conduct a Joint Component Directory/Repository Pilot• Develop a Joint Government Data and Information Reference Model• Identify new approaches to Joint Enterprise Software Licensing• Conduct expanded Joint Architecture Integration Pilots
Goal 1: IntegrateEA into the Government’sManagement processes
Goal 2: Define alignment of department/agency EAs with FEAGoal 3: Describe how the FEA will facilitate the connection of State and Local EAs to Federal business lines and agency architectures
Mission-related
Page 7
Leadership – Reynolds Cahoon, NARA; Bob Haycock, OMB Draft Subcommittee Mission:
Foster the identification, maturation, and re-use of enterprise architecture components and component-based enterprise architectures in Government
Draft Subcommittee Goal:Facilitate cross-Agency development and implementation of enterprise architecture components
Recent Progress: Subcommittee members selected and subcommittee
activated FY 2003 workplan completed; four tasks identified:
Develop a Components Based Architecture White Paper
Develop a Components Registry/Repository Concept Paper
Develop a Solution Development Life Cycle Develop and Market Quick Win
An Enterprise Architecture Component is defined as "a self contained business process or service with predetermined functionality that may be exposed through a business
or technology interface."
Components Subcommittee
Page 8
Emerging Technology
Leadership – Mark Day, EPA; Dawn Meyerriecks, DISA
Goal – Coordinate and guide technology tracking efforts of the federal government. Accelerate the implementation of commercially-developed technology resolving common challenges
Initial Objectives
To provide a clearinghouse function between industry and agencies
To help discover and close technological gaps in the federal business and technology infrastructure
Recent progress
Activation of the subcommittee
Development if initial draft 2003 work plan
Page 9
Opportunities for Public-Private Interactions
Inherently Governmental Functions
Architecture and Infrastructure Committee Interrelationships
Industry
EmergingTechnology
ComponentsSRMTRMDRM
GovernancePRMBRM
Component Voids
Candidate Components
Priorities
Policy Recommendati
ons
Page 10
FEA - Program Management Office Reference Model Release Schedule
Model
Version
Federal Review General
Release
PRM 1.0 Mid-April Early May
BRM 2.0 February 28th
Mid-April
SRM 1.0 January 29th Mid-April
DRM 1.0 TBD TBD
TRM 1.0 January 29th Mid-April
Performance Reference Model
Business Reference Model
Service Component Reference Model
Data and Information Reference Model
Technical Reference Model
Page 11
Services for Citizens
Mode of Delivery
Support Delivery of Services
Management of Government Resources
Legislative RelationsPublic AffairsRegulatory CreationPlanning and Resource Allocation
Controls and OversightRevenue Collection
Internal Risk Mgmt and Mitigation
Government Service DeliveryDirect Services for CitizensKnowledge CreationPublic Goods Creation and MgmtRegulated Activity Management
Financial VehiclesFederal Financial Assistance
Credit and InsuranceFinancial Transfers to States
Financial Management
Human Resource Management
Supply Chain Management Administrative Management
Information and Technology Management
Defense and National Security
Homeland Security
Intelligence Operations
Law Enforcement
International Affairs and Commerce
Litigation and Judicial Activities
Correctional Activities
Environmental Management
Natural Resources
Disaster Management
Community and Social Services
Economic Development
Income Security
Workforce Management
EducationEnergyHealth
TransportationGeneral Government
Development of the Draft BRM, Version 2.0 is nearing completion
DRAFT Business Reference Model, Version 2.0
Page 12
The Draft BRM, Version 2.0 aligns with three critical management frameworks / improvement initiatives
The President’s Budget and Performance Integration Initiative and the FEA Performance Reference Model
The revised model differentiates between the purpose of the government and mechanism/process used to deliver services to the customer
This distinction aligns with the Performance Reference Model’s focus on outcomes (purpose of government) and outputs (mechanism/process)
OMB’s Budget Function Classifications These classifications provide a similar functional description of Federal
activities
JFMIP’s New Framework for Financial Management Systems Within the revised BRM, financial management is an element of the Lines of
Business and Sub-functions throughout the four Business Areas The core processes of financial management - as defined by JFMIP - have
been incorporated into the model’s Financial Management Line of Business
Page 13
Within the Draft BRM, Version 2.0, Mode of Delivery and Services for Citizens should be thought of collectively
Services for Citizens
Mode of Delivery
What is the purpose of government?What “outcomes” is the government hoping to achieve?
What mechanisms does the government use to achieve these outcomes?What are the “outputs” of these processes?
With this relationship in place, all Government programs, agencies, mission-related IT systems, etc., can be aligned
to both a Service for Citizens and a Mode of Delivery
Page 14
The Draft FEA Performance Reference Model (PRM):“At-A-Glance”
WHAT IS THE
PRM?
A standardized performance measurement framework designed to:
Enhance available performance information, Better align inputs with outcomes, and Identify improvement opportunities across organizational boundaries.
HOW WILL
THE PRM BE
USED?
Agencies can use the PRM to select standard performance indicators—which may be new or coincide with those already in use—which can be tailored or “operationalized” to the specific environment.
The PRM can be integrated into the existing federal budget process.
The PRM can mutually reinforce and work together with GPRA and current PMA Budget and Performance Integration initiatives such as the PART, and Common Measures.
WHAT IS THE PRM STATUS?
Currently in draft form, beginning the internal OMB review process.
Once approved in OMB, a Working Draft will be released for agency comment.
A final PRM will be released to use during FY 2005 budget formulation.
Page 15
The PRM will help agencies identify the performance improvement opportunities that will drive Government transformation
TechnologyTechnology
OUTCOMES: Mission-critical results measured from a business or program and customer
perspective
OUTPUTS: The direct effects of day-to-day activities and broader processes agencies
conduct measured as driven by desired business and customer results
INPUTS: People, technology, and other fixed assets measured through their
contribution to processes and activities –and by extension business and customer
results
Strategic Outcomes
Value
Business Results
•Mission Achievement / Outcomes•Financial
Business Results
•Mission Achievement / Outcomes•Financial
Customer Results
•Customer Satisfaction•Service Coverage•Timeliness & Responsiveness•Service Quality•Service Accessibility
Customer Results
•Customer Satisfaction•Service Coverage•Timeliness & Responsiveness•Service Quality•Service Accessibility
Processes and Activities•Financial•Productivity and Efficiency•Cycle and Resource Time
Processes and Activities•Financial•Productivity and Efficiency•Cycle and Resource Time
•Quality•Security & Privacy•Management & Innovation
Technology•Financial•Quality & Ef ficiency•Information & Data•Security & Privacy•Reliability & Availability•User Satisfaction•IT Management
Technology•Financial•Quality & Efficiency•Information & Data•Security & Privacy•Reliability & Availability•User Satisfaction•IT Management
Other Fixed Assets
•Financial•Quality, Maintenance, & Efficiency•Security & Safety•Utilization
Other Fixed Assets
•Financial•Quality, Maintenance, & Efficiency•Security & Safety•Utilization
People•Employee Satisfaction & Quality of Worklife•Recruitment & Retention•Employee Development•Employee Ratios
People•Employee Satisfaction & Quality of Worklife•Recruitment & Retent ion•Employee Development•Employee Ratios
Page 16
The PRM structure is designed to clearly articulate “Line of Sight”—the cause and effect relationship between inputs, outputs and outcomes
VA
LU
E
InputsInputs OutputsOutputs OutcomesOutcomesCause and
Effect
Cause and
Effect
Business ResultsBusiness ResultsCustomer ResultsCustomer ResultsProcesses and Activities
Processes and ActivitiesTechnologyTechnology Strategic
Outcome s
WHAT
NICS
ATLAS
Automated Commercial Env ironment
Firearms Integrated
Technology
WHAT
NICS
ATLAS
Automated Commercial Env ironment
Firearms Integrated
Technology
HOW
Percentage of attempted sy stems
penetrations av erted
Percent system
downtime
Percent of internal users
satisfied
Maintenance costs as
percentage of total costs
HOW
Percentage of attempted sy stems
penetrations av erted
Percent system
downtime
Percent of internal users
satisfied
Maintenance costs as
percentage of total costs
HOW
Number of vehicle
searches
Number of f ood
inspections
Number of background
checks
Number of weapons checks
HOW
Number of vehicle
searches
Number of f ood
inspections
Number of background
checks
Number of weapons checks
WHAT
Vehicle searches
Food inspections
Background checks
Weapons checks
WHAT
Vehicle searches
Food inspections
Background checks
Weapons checks
WHO
Indiv iduals subject to
background checks
Individuals subject to weapons checks
Individuals wishing to enter U.S. at Border Inspection
Station
WHO
Indiv iduals subject to
background checks
Individuals subject to weapons checks
Individuals wishing to enter U.S. at Border Inspection
Station
Secure the
Home-land
Secure the
Home-land
HOW
Number of complaints
about Border Inspections
Percent satisf ied with
Border Inspections
Average wait time at
Border Inspection
Station
HOW
Number of complaints
about Border Inspections
Percent satisf ied with
Border Inspections
Average wait time at
Border Inspection
Station
WHAT
Saf er f ood
Less crime and
violence
WHAT
Saf er f ood
Less crime and
violence
HOW
Percent of health
incidents attributable to
illegally imported f ood substances
Percent of crimes
committed using
illegally imported weapons
HOW
Percent of health
incidents attributable to
illegally imported f ood substances
Percent of crimes
committed using
illegally imported weapons
Line Of
Sight
Page 17
The Draft Service Component Reference Model (SRM) framework is comprised of three inter-related service-oriented tiers – each of which describes capabilities in greater levels of granularity
Service DomainThe collection of business oriented service categories that align service / component capabilities to a level in which they support the objectives and performance of the business.
Service TypesA collection of business-driven, service types (or categories) that assist the Service Layer in accomplishing of mission and/or performance objectives.
Service ComponentsThe collection of components and/or capabilities that support the Service Type.
Level o
f Gra
nula
rity
7 Service Layers
29 Service Types
163 Service Components
Page 18
Customer Services
Process Automation Services
Business Management Services
Digital Asset Services
Business Analytical Services
Back Office Services
Su
pp
ort
Serv
ices
Cro
ss-C
utt
ing
Serv
ice A
reas
(i.e
., S
earc
h,
Secu
rity
)
ServiceTypes
Service Domain
Service Components
PerformanceMeasures
BusinessProcess
Access and Delivery Channels
The SRM is a business-driven, functional framework that classifies capabilities (or service components) according to how they support business and performance objectives
Page 19
The SRM is supported by multiple access and delivery channels that provide a foundation for accessing and leveraging the Service Component
Portal Marketplace Exchange Commerce Integration
DeliveryChannels(FEA-TRM)
Service DomainsService Types, and Service Components(FEA-SRM)
AccessChannels(FEA-TRM)
Mobile, Wireless Web Browser PDAKiosks
Internet Intranet Extranet Peer to Peer
System to System EAIWeb Service
Private/PublicPartnership
Phone, Fax
Face to Face
Accessing the Component (Example: Renewal
of Drivers License )
Accessing the Component (Example: Renewal
of Drivers License )
Service Level Agreement tostructure how Service Components are accessed and leveraged
Other
Page 20
PerformanceMeasures
BusinessProcess
The SRM will assist in defining business process and performance gaps that may be leveraged to improve services to stakeholders (citizens, business partners, agencies)
Service DomainsService Types, and Service Components(FEA-SRM)
Access Channels (FEA-TRM)
Delivery Channels (FEA-TRM)
Access Channels(FEA-TRM)
Delivery Channels(FEA-TRM)
PerformanceMeasures(FEA-PRM)
What level of process, performance, and outcome is the Service Component achieving? Does this help to close a performance gap?
Page 21
FEA TRM Technical Tiers:
Service Access and DeliveryThe collection of Access and Delivery Channels that will be used to leverage the Service Component, and the Legislative Requirements that govern it’s use and interaction
Service FrameworkThe underlying foundation and technical elements by which Service Components are built, integrated and deployed across Component-Based and Distributed Architectures.
Service PlatformA collection of platforms and specifications that embrace Component-Based Architectures and Service Component reuse
How to leverage and
access Service Components
How to support and maintain
Service Components
How to build, deploy, and exchange Service
Components
The Draft Technical Reference Model (TRM) is comprised of three technical tiers to support the construction, exchange, and delivery of service components
Page 22Service Platforms
ServiceFramework
ServicePlatforms
Service Accessand Delivery How to
leverage and access Service Components
How to build, deploy, and exchange Service
Components
How to support and maintain
Service Components
Security
Presentation / Interface
Business Logic
Data Management
Data Interchange
Component Architecture
Serv
ice Inte
gra
tion
Serv
ice Inte
rface
/
Inte
rop
era
bili
ty
Serv
ice T
ran
sport
Service Requirements
Delivery Channels
Access Channels
The TRM provides an effective means by which service components can be leveraged, built, and deployed across the Federal Government
Page 23
The TRM will provide guidance and recommendations that support the development and implementation of service components that embrace a Component-Based Architecture
Security
Presentation / Interface
Business LogicData InterchangeData Management
Security
Presentation / Interface
Business Logic
Data Management
Data Interchange
Component Architecture- X.509- NIST / FIPS 186- Secure Socket Layers (SSL)
- HTML- JSP, ASP, ASP.Net- DTHML, CSS, XHTMLMP
- Java/J2EE (EJB)- C, C++, JavaScript- COM/COM+, C#- Visual Basic
- XML- ebXML- RDF, WSUI- XSLT
- XBRL, JOLAP, OLAP- JDBC, ODBC- ADO, ADO.Net
Partial List
Page 24
The goal of the Draft Data and Information Reference Model (DRM) is to support investment and E-Gov planning by providing a framework in which agencies can leverage existing data components across the Federal Government
Promote horizontal and vertical information sharing between business linesBusiness-focused data standardization that can be categorized for re-useRe-Use and integration of data as opposed to duplicationEnabler to support Cross-agency collaborationFacilitate Cross-agency information exchangesConsistent means to categorize and classify data
Goals and Objectives:
Agency 1 Agency 2
Agency 4Agency 3
State LocalFEA-DRM
Integrated Enterprise
Page 25
The DRM framework provides a consistent method of categorizing and describing the data supporting the Business Lines and Sub-Functions of the BRM
FEA-BRM(Business Functions / Sub-Functions)
BorderControl
IntelligenceGathering
Anti-Terrorism
LawEnforcement
Based on ISO 11179
Will heavily leverage XML and interoperability principles
Classifications of data will form the basis for the definition of business-driven XML Schemas
Will leverage industry vocabularies
XML Schemas will be stored within a central repository (e.g.., XML.Gov, FEAMS)
Security and data privacy are TOP priorities
Will provide effective means to communicate with State and local governments
Criminal Suspects
Illegal Aliens
Terrorist Activity
Apprehensions
Events
Conceptual
DRM FrameworkFocus Points
Classifications
Questions and Answers
Page 27
Contact Information
AIC Co-ChairsLaura Callahan [email protected] DHSJohn Gilligan [email protected] USAFNorman Lorentz [email protected] OMBEAG Co-ChairsJohn Przysucha [email protected] DOEBob Haycock [email protected] FEAPMOCS Co-ChairsReynolds Cahoon [email protected] NARABob Haycock [email protected] FEAPMOET Co-ChairsMark Day [email protected] EPADawn Meyerriecks [email protected] DISA