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Proceedings of the 40th Hawaii International Conference on System Sciences - 2007 The Integrated Enterprise: Enterprise Architecture, Investment Process and System Development Christopher Emery US Architect of Capitol cernery@;aoc.gov Stephanie M. Faison US Architect of Capitol sfaison~)aoc.gov Jonathan Houk US Architect of Capitol jonhoukace(&~ahoo.com John S. "Stan" Kirk US National Science Foundation StanKisk(ivesizon.net Proceedings of the 40th Annual Hawaii International Conference on System Sciences (HICSS'07) 0-7695-2755-6107 $20.00 O 2007 lEEE 1530-1605JO7 $20.00 02007 IEEE C~MPUTER SOCIETY

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Page 1: The Integrated Enterprise: Enterprise Architecture ... · The Integrated Enterprise: Enterprise Architecture, Investment Process ... The Integrated Enterprise: Enterprise Architecture,

Proceedings of the 40th Hawaii International Conference on System Sciences - 2007

The Integrated Enterprise: Enterprise Architecture, Investment Process and

System Development

Christopher Emery US Architect of Capitol cernery@;aoc.gov

Stephanie M. Faison US Architect of Capitol sfaison~)aoc.gov

Jonathan Houk US Architect of Capitol jonhoukace(&~ahoo.com

John S. "Stan" Kirk US National Science Foundation StanKisk(ivesizon.net

Proceedings of the 40th Annual Hawaii International Conference on System Sciences (HICSS'07) 0-7695-2755-6107 $20.00 O 2007 lEEE 1530-1605JO7 $20.00 02007 IEEE

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The Integrated Enterprise: Enterprise Architecture, Investment Process and

System Development

Abstract The enterprise architecture provides benefits to the organization that utilizes it. However, ifthe enterprise architecture is not tightly coupled with other entelprise level programs such as investment management and system development process, its overall effectiveness is compromised. This paper will identzfi the process integration and enterprise architecture touchpoints from the perspective of the investment management process and it outlines an overall Integrated Enterprise Life Cycle process flow. The paper also presents a case study of the implementation of the enterprise life cycle process flow.

INTRODUCTION An enterprise architecture provides significant benefits to an organization that embraces it. However, in many organizations the enterprise architecture effort is not tightly coupled and integrated with other enterprise level programs such as investment management and system development processes. [Rechtin 19911 [Bernard 20041

The target enterprise architecture and the IT initiatives needed to achieve the target should be managed within an overall investment management process. Additionally, as these IT initiatives are being implemented and deployed, there is a need for oversight and good project management. To ensure comprehensive IT governance and business/IT alignment, the enterprise architecture must be integrated into an overall "Integrated Enterprise Life Cycle" (ITEC) that includes not only the enterprise architecture, but also an investment management process as well as the individual system development life cycles. (See figure 1 below)

The challenge for most organizations is that the guidance, responsibility and skill sets for these various processes can be spread out across the organization and are often implemented in a silo, nonintegrated fashion. Only by viewing these

Business Prffcu Efllcienck

Figure 1. Integrated Enterprise Life Cycle

processes as a whole can an organization achieve the maximum benefits that an enterprise architecture can provide. This paper will identify the process integration and enterprise architecture touchpoints fiom the perspective of the investment management process:

What are the processes of an Enterprise Life Cycle and how do they fit together, specifically the Enterprise Architecture, Investment Management and System Development processes? What is an organizational structure for managing and executing the Integrated Enterprise Life Cycle? What is an approach for implementing an Integrated Enterprise Life Cycle? Finally a case study will be presented.

BACKGROUND AND MAJOR PROCESSES OF THE ENTERPRISE LIFE CYCLE

We start by defining the major processes of the Integrated Enterprise Life Cycle (IELC) which include the following:

Enterprise Architecture - The Enterprise Architecture establishes a comprehensive understanding of an organization 's core business processes and defines the technology that supports and optimizes them. [Amour et a1 1999~1

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Investment Management Process - The Investment Management Process (IMP) is a fluid, dynamic process by which an Organization selects and monitors both proposed and ongoing IT investments (initiatives) throughout their lfe cycle. An organization evaluates IT investments to assess the impact onfiture initiatives and to bene$t from any lessons learned The IMP can contain three phases [GAO 20041:

The Select Phase discovers and selects the IT investments that best support the organization's mission needs and identifies and analyzes each project's risks and returns before committing significant fimds to a project.

The Control Phase ensures that, as the investment is implemented, the project continues to meet mission needs at the expected levels of cost and risk.

The Evaluate Phase compares actual versus expected results for the implemented project.

System Development Life Cycle - A Systems Development Life Cycle (SDLC) program provides guidelines and procedures for system acquisition, development, implementation and deployment and project management. The SDLC supports the organization's Enterprise Architecture and investment review processes by providing guidance for selecting appropriate methods, techniques, and tools based on specific organizational andproject factors.

To be most effective, these enterprise processes need to be highly integrated, with multiple touchpoints. For example, to maintain alignment with the organization's goals and objectives, the investment management processes should perform portfolio management to select, prioritize and control its key IT initiatives, as this highly influences and is in turn influenced by the target Enterprise Architecture including its business, application, data and technical dimensions. As new initiatives are proposed they need to be mapped against and comply with the Enterprise Architecture. [Armour et a1 1999aI [Armour et a1 1999bl. New initiatives are guided by the organization's defined architectural principles. [Open Group 19991 [Lindstrom 20061 As these initiatives are developed and implemented they need to follow an organizationally defined system development life cycle (SDLC) that specifies the project management and technical activities. The SDLC has touchpoints with the enterprise architecture to ensure that an initiative's evolving

requirements, designs, and technology continue to adhere to the target enterprise architecture. In addition, the SDLC specifics integration points to the investment management process in such areas as project status reports to a project review board and risk management. This paper identifies the process integration and touchpoints from the perspective of the Enterprise Architecture and outlines an overall IELC process flow. The outcome of the IELC is improved business efficiencies and more efficient system mitigation and modernization. Without an IELC:

Organizations will have a difficult time aligning IT initiatives to strategic business goals and objectives, These initiatives will tend to be selected and developed in isolation of each other, Ongoing initiatives will not have the needed project and program oversight to ensure that they adhere to their functional, cost and resource metrics.

The organization's mission and business objectives provide the key input into the IELC. They can include the organization's mission, vision, business drivers, strategic goals, strategic business objectives, information needs, IT vision, IT objectives, and guiding architectural principles. This business direction is used as a guidance tool and remains relatively stable over time. It is critical that alignment among IT applications and technology and the organization's mission and objectives be defined and maintained throughout the entire IELC. In this paper, we use the investment management process as the framework to demonstrate the integrated of the investment, enterprise architecture and SDLC activities.

Through out this paper we will use an example to combine the concepts in this paper with an example of a technology implementation. The example we will use is the implementation of a asset inventory system that will support the business on managing their assets.

ITEC PROCESS: ENTERPRISE ARCHITECTURE, INVESTMENT MANAGEMENT PROCESS AND SDLC

In this section we describe the ITEC process as a series of activities that integrate enterprise architecture, investment management and the SDLC.

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We present a small case study of an actual system that was implemented utilizing the ITEC process.

The Investment Management Process (IMP) is a fluid, dynamic process by which an organization monitors proposed and ongoing IT investments throughout their life cycle. The process evaluates IT investments to assess the impact on future initiatives and to benefit fkom any lessons learned. The IMP contains three phases-Select, Control, and Evaluate as defined earlier in this paper.

The case study we utilize in this paper took place at the US Architect of the Capitol (AOC). The AOC is responsible for the care and maintenance of the buildings within the Capitol complex. These facilities provide workspace for thousands of employees and are visited by millions of guests annually. Responsive maintenance and appropriate care of our facilities and assets is a top priority for the AOC. The AOC Facility Management Processes support the maintenance and preservation of the national treasures entrusted to our care by providing timely and quality facilities management and related support services to our clients. With the initiation of data collection of assets for the Capitol complex, the AOC is moving forward in developing a comprehensive preventative maintenance and capital improvement program.

To support these efforts, the AOC decided in 2004 to acquire a new state of the art facilities management system, referred to in this paper as FMIS2005. This paper discusses the approach to acquire and implement the FM2005 system. The paper &st provides an overview of the AOC IELC Process that was used to structure and guide the acquisition and procurement effort. It then describes the specific chain of events and process for acquiring the FMIS2005 system. The new FMIS2005 system is an enterprise wide solution critical to supporting AOC's business operations. It will support a 100 or more direct system users, and will affect a thousand or more customers. The system solution will address the areas of demand and preventive maintenance work order management, project management, space inventory, integrated handheld barcode scanners as well as reportinglmanagement dashboards. It will have interfaces with a number of major AOC applications.

projects based on several factors including costs, value, risk, as well as ensuring alignment with the enterprise architecture.

The activities in the Select phase help to ensure that there is a solid alignment with mission and business needs and that the investments will fit within current portfolio of IT investments. This phase also provides an initial determination of the oversight level and validates whether an IT investment meets all technical and project requirements. Figure 2 below highlights the key activities within the Select phase; the activities are discussed in more detail below.

During the fiscal year, when a new IT project request is received, the following Ongoing Select Review Process occurs. This includes reviewing the EA transition plan to ensure that integration points are not out of sequence as time tables, costs, and deliverables change. We will assume that an asset management system has been proposed as a new IT project in the following discussion.

Activity 1 - Initial Project Setup Meeting The Project Manager meets with the Enterprise Architect and Modernization Board representatives for guidance on the project approval process*. The Enterprise Architect and Modernization Board representatives, based on the initial understanding of the project's scope and characteristics, provide the project manager with guidance and advice that includes, but is not limited to:

Initial advice on ensuring conformance with EA target vision and alignment with goals, objectives and business processes. The needed documents for the Modernization Board review such as new project request form, system concept, cost benefit analysis and feasibility studies. Advice on engaging additional stakeholders. Initial review to determine if the proposed effort is already part of the IT portfolio.

The Systems Development Life Cycle (SDLC) methodology is used throughout the IELC to provide guidance and documentation support to the project manager. The SDLC also ensure cost controls during the project by creating natural milestones for financial review.

The Select Phase The business users determined that there was a need to replace the current automated facilitates

The first phase of the IELC includes procedures for management system with one that was aligned more ranking and selecting new investments and related closely with their business needs. They then

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approached Information Technology Division (ITD) personnel including the enterprise architect (EA) and Quality Assurance (QA) analyst, for advice and support on how to proceed. Given the complex nature of the proposed system and the environment in which it was to operate, the EA and QA analyst recommended, in addition to the business case, the development of a Concept of Operations (ConOps) and a high level, conceptual requirements document, as specified in the AOC SDLC, to discover, capture and document key goals, business needs and system requirements.

Activity 2 - Develop a Business Case The Project Manager develops a business case for the Modernization Board for review and inclusion into

proposing has the buy in of its stakeholders and the IT community. In the FMIS2005 case study, an IT consultant was assigned to work with the business users to develop the concept of operations and conceptual requirements to help all the stakeholders express, understand and document their business needs as well as ensure that the new facilities management system would align to the AOC goals, objectives and business processes.

The business users and the IT consultant conducted a series of interviews with the stakeholders to elicit, define and document their business needs. The concept of operations included sections on system goals and objectives, a description of key

IT Investment Mstiagement Process - Sirlet% Phase

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Figure 2: Select Phase

the proposed IT portfolio. Other documents that may be submitted but are not necessary include a detailed costing proposal, concept of operations, detailed costbenefit analysis, and resource plan. The business case is a means for the business community to engage and ensure that the asset management system they are

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rence on S!

stakeholders, the "as is" and "to be" business processes affected by the proposed solutions, and the proposed high level features and functions. It also briefly addresses alternatives and costs.

The conceptual requirements document defined a categorized, prioritized set of the stakeholder's

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requirements. It specified the functionality in form of traditional requirements and use cases.

In the FMIS2005 case study, the Coordinators then preceded create a more detailed cost benefit and feasibility analysis which included a breakdown of estimated multi year costs based on a market survey. To support the capture of accurate and detailed costing information, the coordinator's issued a Request for Information (RFI). Information received f?om the RFI responses was used as input into the cost-benefit and feasibility analysis. Output of these activities included the business case.

Activity 3 - Submit Business Case to the Modernization Board In this activity, the Project Manager submits the request for a new project to the Modernization Board. The requestor will also work with a Modernization Board representative; the sponsoring office; the Enterprise Architect; a senior CIO representative and the designated project manager to score the project against a pre-defined set of value and risk criteria and to determine the base project configuration. The Project Manager and sponsoring office representative present the business case to the Modernization Board.

Activity 4 -Presentation to the Modernization Board In this activity, requests for new or upgraded IT projects are initially presented to the Modernization Board, which either approves the item as being in alignment with the Enterprise Architecture @A), agrees to grant a waiver for the item, or denies the request, possibly with a request for modifications before resubmittal.

When the Modernization Board reviews the business case, it is specifically reviewing it with the following in mind:

Determines if the project adheres to all elements of the Enterprise Architecture such as architectural principles, business roles, technology standards, application data and security principles.

Determines key risks on the project and recommends how to address them.

Determines if the project fits within the IT portfolio (for cost, risk, benefit and priority).

Recommends a base SDLC project configuration template to use. Example templates include small project, medium project, large project and infrastructure project.

Determines a project's mission criticality

Determines if IRB approval is needed. i Provides other guidance as needed. ~

In the FMIS2005 case study, the modernization board reviewed and discussed the ConOps, Requirements and Business Case (formal cost benefit and feasibility analysis), and determined that system should be implemented with a large project SDLC configuration.

Activity 5 - Modernization Board Approval In this step, the Modernization Board approves/disapproves the project. If the project is approved, it is added to the IT Portfolio. The Modernization Board can also ask that it be resubmitted with modifications or additional information.

If the project is denied, the project requestor has the right to appeal to the IRB or executive agent of the organization along with the signature of the CFO and the CIO, for a final and binding decision. A waiver will be granted only by consensus (consensus in the context of this document means the majority opinion of the Modernization Board).

If the project under consideration has an impact on the EA Technical Reference Model (TRM), the Modernization Board will determine, based on project characteristics, such as risk, cost and benefit, whether to accept or reject the proposal and what updates, if needed, will be made to the TRM. The Modernization Board will then make the final determination of proposal acceptance or rejection.

In our example, the modernization board recommended proceeding with the FMIS2005 acquisition, with the next steps to include the IRB approval and the development and release of an RFP. It was determined that FMIS2005 met the investment and Enterprise architecture guidelines, but was of such size and criticality to the AOC, that it would need IRB review and approval to proceed.

Determines if the project aligns with the Activity 6 - Investment Review Board Approval organization's goals, objectives and business Once a project has been approved by the processes. Modernization Board and if it is a project requires

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hnding beyond what the organization can accommodate in its budget, it will go to the IRB. The project manager will present the Business Case along with a Concept of Operations, Cost Benefit Analysis, and Feasibility study.

The IRB votes to approve or deny funding based on the information provided to them by the designated project manager. The business unit may appeal to the CEO or head of organization based on the merits of the project. However, the CIO and the CFO as official stewards of Information Technology and Financial Management must be included. It is important that these appeals be reflected in the EA transition plan as well as the target enterprise architecture to reflect the decisions by senior management. The CEO or head of the Agency that approves this may ask for an impact analyst by the Enterprise Architect to have an independent view of the impact to the organization as a whole.

For example, the EA transition plan may show that a delay of the acquisition of a asset management system is required if the business functions are not completely defined or the development of other systems have not been done that have more strategic importance. The Enterprise Architect would discuss with the CIO with IRB the relationship between systems and develop a transition plan that would help ensure the successful completion of the portfolio. The asset management system may be delayed if a major shift in the financial system was going to be done the same year because of risk or cost.

In the FMIS2005 case study, an IRB meeting was held where the FMIS2005 system proposal was discussed and approved.

Activity 7 - Initial Project Plan Development Based on project characteristics (size, risk, etc.), the project manager develops an initial detailed project plan and other associated documentation. The focus on initial project plan is detailed planning for the upkont acquisition and analysis activities. The project task plan is entered into a project management tool.

Activity 8 - Acquisition and Source Selection Working with Procurement, the Project Manager creates the appropriate acquisition documents, and selects and procures the IT solution. This a strong touch point to Enterprise Architecture. Part of the acquisition and source selection of a tool or product to automate a process should be reviewed by the

Enterprise Architect to ensure coherence with the future alignment of the business and the technology.

In the FMIS2005 case study, source selection sub process utilized a detailed RFP/SOW, the ConOps, and Conceptual Requirements were employed A set of evaluation scenarios where used to structure and guide the actual onsite evaluation activity.

Activity 9 - CIO Approval The CIO (Senior IT Manager) and executive sponsor (business unit representative) review and approve the selection to ensure that the IT solution continues to align with the goals, objectives and business objectives.

Activity 10 - Updated Project Plan Based on IT solution infomation, the project manager updates the task, project, and other plans and updates them in the project management tool. As the project plan changes, deviations greater than 5 % require that the Enterprise Architect check to see if the EA transition plan is being impacted.

During implementation of the FMIS2005 system regular updates of the project plan were performed by the project manager. Any deviations greater than 5% were discussed at the PRB meetings.

The Control Phase The Control phase of the IT investment management process provides the consistent monitoring of ongoing IT projects, reprioritizing them as conditions change, and re-selecting them for continued hnding. This phase ensures that the project remains aligned and compliant with the EA.

The Control Phase focuses on oversight and review of a project fiom requirements validation through implementation. The purpose of this phase is to ensure that the Project Manager manages and implements the approved project in a structured manner, using sound management practices and ensuring involvement of all key parties. Each approved investment must ensure:

Continued compliance of the proposed solution with the Enterprise Architecture Ensure that the project adheres to the SDLC Ensures scope is maintained during the project design and implementation. Continued alignment with goals, objectives and business processes. Compliance with the systems development life-cycle processes (project planning and management, requirement management,

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configuration management, quality assurance, testing, contractor management, etc.) Compliance with systems security standards and requirements Continued viability assessed by compliance with project costs, schedule, and performance measures.

The Project Review Board (PRB) has primary responsibility for ensuring that the Project Manager properly manages investments on an ongoing basis. Projects will continue to draw on and utilize the SDLC for direction in these aseas. The IRB ensures that the investment continues to meet business and mission objectives and address any critical issues related to these. Figure 3 below highlights the key activities within the Control phase; the activities are discussed in more detail below

project oversight including project review schedules, as well as SDLC artifacts and activities. The PRB provides input, guidance, addresses risks, determines the review gates and approves the project plan

The Initial review of FMIS2005 implementation occurred in January 2006. Planned activities for the month included: finalize the requirements, complete the data mappings, legacy system decommission impact analysis, conversion of reports, and a training plan. The deliverables required at initial meeting included Training Plan and System Test Plan. Also discussed were the outstanding issues, risks, upcoming activitieslmilestones, and need for continued management support.

Activity 12 - Baseline Project Plan The updated initial project plan is now baselined. At this point any changes to the associated milestones or resource allocation changes should be reported the Enterprise Architect to ensure that the sequencing

IT Investment Management Process -Control Phase

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Figure 3: Control Phase

plan is updated and dependencies are reviewed. If there are financial impacts those should be submitted to the financial management office to ensure hnding

Activity 11 - Initial Project Review Board Review is available. The Project Plan and any associated information are submitted to the PRB. The Project Manager meets with the PRB to review project approach and setup

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Activity 13 - Change Control Review The Project Manager meets with Change Control Board (CCB) when needed, to address Change issues/requests. (Repeated throughout the project lifecycle as needed). The role of the Change Control Board is to maintain the integrity of the system life cycle during the life of the project. This includes the documentation, code, and requirements during the design and implementation of the system.

Change Control Requests (CCR) are submitted to the CCB as needed throughout the project. Special Change Control Board meetings held to discuss operations turnover document and final production CCR.

Activity 14 - Project Status Reporting The project manager submits regular project status to the PRB Chair. The PRB Chair may, based on the status reports, initiate a meeting with the project manager andlor call a PRB review. Project status reports and any actions taken are captured for program management reporting. (Repeated throughout the project) A copy of the project status report should be given to the Enterprise Architect and a full project status review should be conducted if the deviation fiom the baseline is greater than 5 %.

During the FMIS2005 project the project manager conducted weekly status meetings with team to discuss progress. Additional, status reports were submitted to ITD Deputy Director each week.

Activity 15 - Project Status Review The project manager meets/informs with the PRB based on a regular and adhoc review schedule. The PRB will review the project deliverables and provide guidance. The enterprise architect will continue to monitor the project during these reviews to ensure continuing EA alignment. During this activity the appropriate SDLC artifacts are reviewed (e.g. project plan, requirements documents, design documents, test plan etc.) to determine their quality and provide feedback and guidance to the project team. (This activity is repeated throughout the project as needed).

The IRB may review the project, its progress and issues and make a determination as to corrective action, including cancellation of the project. This review can be requested at any time. Project statuses and any actions taken are captured for program management reporting.

In the FMIS2005 case study, regular PRB reviews uncovered and addressed, in timely fashion, such issues as incomplete SDLC planning documents, need for additional resources and costs based on newly discovered requirements. In the later situation, the IT Deputy Director was negotiated costs with Executive Sponsor. The Baseline did not include new hours and costs.

Activity 16 - Update Final Project Plan At the conclusion of the project, the project manager will update the final project plan and document the lessons learned.

In the FMIS2005 case study, final efforts concentrated on work to be completed to ensure a timely implementation. With approval of stakeholders, a one week extension was granted by the Executive Sponsor. Additional time was used for further testing and bug fixes.

The Evaluate Phase The final phase of the investment management process is the evaluate phase. A "lessons learned" (Post Implementation Review (PIR)) meeting will be held to evaluate completed projects, a set of user satisfaction interviews/surveys will be performed and any needed process improvements will be recorded.

Information captured will:

Include best practices used in completing tasks in an effective and efficient manner, as well as suggestions on activities to be modified.

If the PRB Chair determines that the project has Feedback on the application of the SDLC, incurred such risks or issues that a higher level its artifacts and activities review is required, he alerts the IT Director. The IT Director will review the Project Status and provide A final assessment of a project's impact on direction and guidance. If however, he determines the EA target architecture. that there are critical risks and issues that will significantly affect the project's outcome and Capturing measurements of actual vs. alignment with business objectives and performance projected performance. measures, he will alert the IRB.

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An updated EA, based on the deployed project's impact to the organization's business, technical, information characteristics.

The lessons learned will be feedback into the selection and control phases. The main goals of the evaluate phase will be to answer the questions "Were the business objectives accomplished by completing this project?" and "Were the means the most effective and efficient way to get to the end result?" Adjustments to the investment review and project monitoring process will be made. In addition, baseline project plans and costs will be compared to the actual project timeline and cost in order to improve future estimation efforts. Figure 4 highlights the key activities within the Evaluate phase; the activities are discussed in more detail below.

This step is not just a review of the project but also the associated processes to ensure that they are efficient. The evaluation process should include answering the question of whether the Enterprise Life Cycle was cost effective and reduced business risk. This question is both objective as well as subjective so the evaluation should be a quantitative as possible.

IT Investment Management Proaess - Evaluate Phase

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This part is important also to review any gaps in business processes or in integration to ensure that the next review of the portfolio reviews these business functions. The last part of this should be a evaluation of the Cost Benefit Analysis to see if the automation improved the business function.

Activity 17 - Post Implementation Review1 Lessons Learned (PIR) The project manager will meettsubmit with the Deputy DirectorIPRB for the Project Closeout meeting. The project manager will submit the final project plan, lessons learned, and completed system user and technical documents for review and closeout approval.

A post implementation meeting was held with ITD team to discuss helpdesk support, implementation problems and the need for a performance baseline. All involved with project were asked to submit input for comprehensive lessons learned. Activity 18 - Surveys and Interviews Perspectives and insights of project participants, executive sponsor, sponsoring business and end users, are also collected through:

surveys and interviews of end users, customers, project management, project staff, contractors, and developers; project management and staff interviews; and interviews with senior decision makers involved in investment oversight.

Activity 19 - Process Improvement Information from the quantitative data, the Post Implementation Review and the surveys are used to make adjustments to the investment management process. In addition, baseline project plans and costs will be compared to the actual project timeline and cost in order to improve future estimation efforts. These reviews and post process analysis is often over looked so organizations become habitual in there inefficiencies. It is strongly recommended that just like a financial audit of the books of an organization we ensure that post implementation reviews are done to look at the health of the internal controls and systems we have established.

CONCLUSION Throughout this paper, we have discussed the integration of the enterprise architecture, investment management process and the system development life cycle. While we did this via an investment management framework of select, control and evaluate, the critical aspect is the actual integration it self. Other organizations may choose a different approach; however, the organization should be aware of the importance of the overall enterprise life cycle and the multiple integration and touchpoints between the activities that make it up.

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Open Group. (1499). Enterprise Architecture http:Nwww.opengroup.org/architecture

Rechtin, E. (1991). Systems Architecting: Creating and Building Complex Systems,. Englewood Cliffs, NJ, Prentice Hall.

Rechtin, E. and M.W. Maier. (1997). The Art of Systems Architecting. Boca Raton, FL CRC Press, Boca Raton, FL.

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