using the federal enterprise architecture to help simplify

Federal Enterprise Architecture Program Management Office

Presentation for 17th Annual HPCC Conference: High-End Computing in the Cyber World

Balancing Privacy, Security and Productivity

Robert Haycock, FEA Program Manager, OMBMarch 26, 2003

Accomplishments and Next Steps

Agenda

Why Do We Need a Federal Enterprise Architecture?

Draft Business Reference Model, Version 2.0

Draft Performance Reference Model

Draft Services Component, Technical, and Data Reference Models

Next Steps

Strategic Management of Human Capital Restructure agencies to be citizen-centered Adopt IT to capture employees’ knowledge and skills Acquire and develop talent and leadership

Competitive Sourcing Simplify and improve procedures to evaluate public and private sources Better publicize activities subject to competition Ensure senior-level agency attention to competition

Improved Financial Performance Baseline erroneous payments and establish goals for their reduction Ensure federal financial systems produce accurate and timely information

Expanded Electronic Government Simplify and unify around citizen needs Support projects that offer performance gains across agency boundaries Maximize interoperability and minimize redundancy

Budget and Performance Integration Use performance information to make budget decisions Link performance and cost in a performance budget

The President’s Management Agenda sets forth a strategy for ensuring that the Federal Government is well-run and results-oriented

Extensive evidence points to the duplication, overlap and gaps in critical Government functions*

50 agencies implement Federal drug control strategies

29 agencies administer 541 clean air, water, and waste programs

23 agencies administer 200 programs that provide assistance to countries formerly part of the Soviet Union

13 agencies administer 342 Federal economic development-related programs

12 agencies administer more than 35 food safety laws

* Urgent Business for America: Revitalizing the Federal Government for the 21st Century. The Report of the National Commission on the Public Service, January 2003.

Extensive evidence points to the duplication, overlap and gaps in critical Government functions (continued)

11 agencies administer 90 early childhood programs

9 agencies administer 86 teacher training programs

9 agencies administer 27 teen pregnancy programs

8 agencies administer 50 different programs toaid the homeless

7 agencies administer 40 different job training programs

* Urgent Business for America: Revitalizing the Federal Government for the 21st Century. The Report of the National Commission on the Public Service, January 2003.

E-Government is critical to the success of a citizen-centered, results-oriented Government

E-Government is a key enabler to achieve success in:

Human capital Competitive sourcing Financial management Budget and performance integration

E-Government is a key enabler to achieve success in:

Human capital Competitive sourcing Financial management Budget and performance integration

Best Practices in E-Business point to two methods for citizen-centered Government

HOW: Unify InfrastructureAggregate information around customerUnify access to data stores (bridge)Collect the data once (requires agreement on data definitions)Integrate customer interfaceIntegrate delivery channels (build one-stop; e.g. students.gov)Monitor and measure (define success and measure)

HOW: Simplify ProcessSimplification starts by defining and building and integrated delivery channels to drive unification.

Simplification should start with unifying access to data stores

For e-Gov to succeed, simplification must start by the time you collect the data

The Vision: an order of magnitude improvement in the federal government’s value to the citizen; with decisions in minutes or hours,

not weeks or months

The Vision: an order of magnitude improvement in the federal government’s value to the citizen; with decisions in minutes or hours,

not weeks or months

E-Government: Unification and simplification must be done around citizen needs

For individuals Build easy to find, one-stop shops for citizens – creating single points

of easy entry to access high-quality governmental services

For businesses Reduce the burden on businesses through the use of Internet

protocols, simplifying interactions, and consolidating redundant reporting requirements

For government agencies Make it easier for states and localities to meet reporting

requirements, while enabling better performance measurement and results (e.g., grants)

Internal efficiency and effectiveness Reduce costs for Federal Government administration by using best

practices in areas such as supply chain management, financial management, and knowledge management

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

Bu

sin

ess-D

riven

Ap

pro

ach

Performance Reference Model (PRM)

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

The Federal Enterprise Architecture (FEA) will provide the ability, for the first time, to look across the Federal Government and identify opportunities to collaborate, consolidate, and leverage IT investments

Federal Enterprise Architecture (FEA)

Com

pon

en

t-Based

Arc

hite

ctu

re

OMB has established a governance process to identify interagency initiatives, integrate the FEA with budget processes, and guide Government transformation

Federal Enterprise Architecture Management System (FEAMS)

Continual FEAMS access provided to Federal agencies, OMB, and Congress

OMB releasesBusiness Reference Model and IT / E-Govleverage opportun-ities

OMB releasesBusiness Reference Model and IT / E-Govleverage opportun-ities

President’s ManagementCouncil (PMC)establishes priorities for E-Govimprovement and determines whether single agency or multi-agency effort

President’s ManagementCouncil (PMC)establishes priorities for E-Govimprovement and determines whether single agency or multi-agency effort

PMC approves Cross-Agency BusinessLineOwnersfor targetedBusiness Lines

PMC approves Cross-Agency BusinessLineOwnersfor targetedBusiness Lines

Open seasonfor Agenciesto submit initiatives that align with E-govtargets

Open seasonfor Agenciesto submit initiatives that align with E-govtargets

Business Line OwnersestablishAnalysisTeams

Business Line OwnersestablishAnalysisTeams

TeamsPerformImprovementAnalyses

TeamsPerformImprovementAnalyses

Recommendations shared with Congress for funding

Recommendations shared with Congress for funding

Line of BusinessOwners submit Business Cases toOMB for approved E-Gov initiatives

Line of BusinessOwners submit Business Cases toOMB for approved E-Gov initiatives

RecommendationsProvided to PMC for approval

RecommendationsProvided to PMC for approval

New

Fis

cal Year

11 22

33

January September February

Committee Objectives:

• Integrated OMB and CIO Council EA efforts• Simpler, consistent EA taxonomy and terminology• Facilitation of cross-agency efforts• The operationalization of EA efforts

Best PracticesCommittee

IT WorkforceCommittee

Architecture and Infrastructure

Committee

Subcommittee Outcomes:

• Institutionalization of the FEA• Alignment of the FEA with Agency EAs • Integration of EA / FEA with key IT management processes• Vertical integration of the FEA with State and Local agency EAs


• Identification of business processes, service components and technologies for re-use• Reduction in IT costs and cycle times for Federal agencies through re-use • Rapid solution development through the re-use of components• Rapid integration of disparate business services• Development and implementation of e-Gov solutions based on Component-Based Architectures


• Improved understanding of technologies that can support implementation of the FEA• Faster adoption of validated capabilities for FEA adoption, based on registry creation and pilot findings• Better understanding of FEA tradeoffs as established and emerging technologies compete and converge• Greater FEA valuation and longer component life cycles

OMB and the CIO Council are working together to ensure the FEA is operationalized and the governance process succeeds

Governance

Components

Emerging Technology

Capital PlanningCommittee

Performance ManagementCommittee

Agency EADepartmental EA

Bureau EA Bureau EABureau EA

State EA State EA State EA

Local EA Local EA Local EA Local EA

GP

GP

GP

GP

GP

GP

GP

Key Governance Points: Where policies, procedures, and/or guidance could be focused

Federal Enterprise Architecture Reference Models

The CIO Council’s Governance Subcommittee will expand the FEA to include State and Local Governments – the direct providers of Government services to citizens

Includes integration with othermanagement processes, andensuring horizontal & vertical

alignment

GP GP

Agenda





Next Steps

The Business Reference Model (BRM), Version 1.0 was published in July 2002 for use in the FY 2004 budget process

On average 10 Cabinet Departments and agencies per Line of Business




All 24 Cabinet Departments and agencies per Line of Business

All 24 Cabinet Departments and agencies per Line of Business

Governmentto CitizenAccess Channels

Employee to Employee Access Channels

Internal Operations / Infrastructure

Human Resources, Financial Management Admin Supply Chain Management

Human Resources, Financial Management Admin Supply Chain Management

Inter-Agency Intra-Agency

Support Delivery of ServicesLegislative ManagementBusiness Management of InformationIT ManagementPlanning and Resource AllocationRegulatory Management

Controls and OversightPublic AffairsInternal Risk Management and MitigationFederal Financial Assistance

WebServices

Telephone-Voice-Interactive

E-systemto System

Public/PrivatePartnerships Fax

Face toFace Mail

Program Admin ComplianceServices to Citizens

Public Asset ManagementMarketable Asset ManagementDefense & Nat’l Security OpsDiplomacy & Foreign RelationsDisaster ManagementDomestic EconomyEducationEnergy ManagementInsurancePublic HealthRecreation & National ResourcesSocial ServicesR&D & Science

Regulated Activity ApprovalConsumer Safety

Environmental ManagementLaw Enforcement

LegalRevenue Collection

Trade (Import/Export)Transportation

Workforce Management

Program Admin Compliance Services to CitizensPublic Asset ManagementMarketable Asset ManagementDefense & Nat’l Security OpsDiplomacy & Foreign RelationsDisaster ManagementDomestic EconomyEducationEnergy ManagementInsurancePublic HealthRecreation & National ResourcesSocial ServicesR&D & Science

Regulated Activity ApprovalConsumer Safety

Environmental ManagementLaw Enforcement

LegalRevenue Collection

Trade (Import/Export)Transportation


Telephone-Voice-Interactive

E-systemto System/

Web Services

Public/Private

PartnershipsFax Kiosk Face to

Face MailInternet/Portal

Intranet/Portal

Analysis of agencies’ FY 2004 budget submissions against the BRM, Version 1.0 revealed multi-billion dollar consolidation opportunities across the Federal Government

Consolidate and migrate agency investments to the 24 E-Government initiatives

Identify overlaps and leverage assessment on IT spending for common functions

Financial Management Human Resources Data and Statistics Development Monetary Benefits Criminal Investigations Public Health Monitoring

Leverage enterprise licensing and buy at commercial benchmarks or less

Consolidate and migrate agency investments to the 24 E-Government initiatives

Identify overlaps and leverage assessment on IT spending for common functions

Financial Management Human Resources Data and Statistics Development Monetary Benefits Criminal Investigations Public Health Monitoring

Leverage enterprise licensing and buy at commercial benchmarks or less

OMB has developed and issued the draft Business Reference Model, Version 2.0 for Federal agency review and comment

DRAFT Business Reference Model Version 2.0

LEVEL 1…the purpose of government (what are the performance goals)

LEVEL 2…the process used (how does the government accomplish these goals)

LEVEL 3…the management and support functions necessary to run the government and its programs

Services for Citizens

Mode of Delivery

Support Delivery of Services

Agency-Specific Government-Wide

Management of Government Resources

Legislative RelationsPublic AffairsRegulatory CreationPlanning and Resource Allocation

Controls and OversightRevenue Collection

Information Lifecycle MgmtInternal Risk Mgmt and Mitigation

Gov’t Service DeliveryDirect Services for Citizens Knowledge CreationPublic Goods Creation & MgmtRegulated Activity Management

Financial VehiclesFederal Financial Assistance

Credit and InsuranceFinancial Transfers to States

Financial Management

Human Resource Management

Supply Chain Management

Administrative Management

Technology Management






Telephone-Voice

-Interactive

E-system to System/Web

Services

Public/ Private

Partnerships

Internet/ Portal Fax Kiosk

Face to Face

Mail

Telephone-Voice

-Interactive

E-system to System/

Public/ Private

Partnerships

Internet/ Portal Fax

Face to Face

MailWeb

Services

General Government

Defense and National SecurityHomeland SecurityIntelligence OperationsInternational AffairsLaw EnforcementLitigation and J udicial ActivitiesCorrectional Activities

Environmental ManagementDisaster Management

Community and Social ServicesGeneral Science & Innovation

Economic DevelopmentIncome Security


EducationEnergyHealth

TransportationNatural Resources


Mode of Delivery

Support Delivery of Services

Agency-Specific Government-Wide

Management of Government Resources

Legislative RelationsPublic AffairsRegulatory CreationPlanning and Resource Allocation

Controls and OversightRevenue Collection

Information Lifecycle MgmtInternal Risk Mgmt and Mitigation

Gov’t Service DeliveryDirect Services for Citizens Knowledge CreationPublic Goods Creation & MgmtRegulated Activity Management

Financial VehiclesFederal Financial Assistance

Credit and InsuranceFinancial Transfers to States











Telephone-Voice

-Interactive

E-system to System/Web

Services

Public/ Private

Partnerships

Internet/ Portal Fax Kiosk

Face to Face

Mail

Telephone-Voice

-Interactive

E-system to System/

Public/ Private

Partnerships

Internet/ Portal Fax

Face to Face

MailWeb

Services

General Government

Defense and National SecurityHomeland SecurityIntelligence OperationsInternational AffairsLaw EnforcementLitigation and J udicial ActivitiesCorrectional Activities

Environmental ManagementDisaster Management

Community and Social ServicesGeneral Science & Innovation

Economic DevelopmentIncome Security


EducationEnergyHealth

TransportationNatural Resources

Within the revised BRM, the new Mode of Delivery layer and the revised and renamed Services for Citizens layer should be thought of collectively


Mode of Delivery

“LEVEL 1”

“LEVEL 2”

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 construct in place, all Government programs, agencies, mission-related IT systems, etc., can be “mapped” to both a Service for Citizens and a Mode of Delivery

The Draft BRM, Version 2.0 aligns with three critical management frameworks and 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 Work on ensuring this alignment is ongoing, and with JFMIP’s assistance,

the final version of the BRM, Version 2.0 will fully reflect the new framework

Draft Business Reference Model, Version 2.0: the revised Services for Citizens Business Area

C o m m a nd a nd C on tro lE xe cu te Jo in t O pe ra tio nsS u pp o rt Jo in t O pe ra tio ns

D e fe nse an d N a tio na l S ecu rity

B o rde r an d Tra n sp o rta tionS e cu rityC a tas tro ph ic Th re a t D efe n seC rit ica l In fra s tru c tu reP ro tec tion

H o m ela n d S e cu rity

T B D

In te llig e nce O p e ra tio ns

D isa s te r M o n ito ringa n d P re d ic t ionD isa ste r P re p a red n e ssa n d P la n n ingD isa ste r R ep a ir an d R e s to reE m e rg e n cy R e sp o n se

D isa ste r M an a g em e nt

F o re ig n A ffa irsIn te rn a tio na l D e ve lop m e n t a ndH u m an ita ria n A idG lo b a l T ra de

In te rna tion a l A ffa irs

W a ter R eso urce M a na g e m e ntC o nse rva tio n a n d L an d M an a ge m e ntR e c rea tio na l R e so u rceM a na g e m e nt a nd T ou rismA g ricu ltu ra l Inn o va tio n a n d S e rv ices

N a tu ra l R e so u rces

E n e rg y S u p p lyE n erg y C o n se rva tio n a ndP re pa re dn e ssE n e rg y R e so urce M a na g e m e nt

E n e rgy

E n v iro n m e n ta l M o n ito rin g a ndF o re ca s tingE n v iro n m e n ta l R em e d ia tionP o llu tio n Co n tro l

E n v iro n m e nta l M a n ag e m e nt

B u s in e ss a n d In du s tryD e ve lo p m e ntIn te llec tu a l P rop e rty P ro te c tionF in a nc ia l S e c to r O vers ig h t

E co no m ic D e ve lo pm e nt

H o m eo w n ersh ip P ro m o tionC o m m u n ity a n d R e g io n a lD e ve lo p m e ntS o c ia l S e rv icesP o s ta l S e rv ices

C o m m u n ity a ndS o c ia l S e rv ices

G ro un d Tra n sp o rta tionW a ter T ran sp o rta tionA ir T ran sp orta tionS p a ce O p e ra tio ns

T ra nsp o rta tion

E le m e n ta ry, S e co n da ry, a ndV o ca tio na l E d u ca tionH ig he r E d u ca tionE d uca tion a l a n d C u ltu ra lIn s titu tio ns

E d ucation

T ra in in g a nd E m p lo ym e ntL a bo r R ig h ts M a n ag e m e ntW o rke r S a fe ty

W o rkfo rce M a na g em e nt

Illn ess P re ven tionIm m u n iza tion M a n ag e m e ntP u b lic H e a lth M o n ito ringH e a lth C a re S e rv icesC o nsu m e r H e a lth a nd S a fe ty

H e a lth

G e n era l R e tire m e n t a nd D isa b ilityU n e m p loym en t Co m pe n sa tionH o u s ing A ssis ta n ceF o o d a n d N u trit io n A ss ista n ceF a rm In com e S ta b iliza tion

In co m e S ecu rity

C rim ina l A pp re h en s ionC rim in a l Inve s tig a tiona n d S u rve illa n ceC itizen P ro te c tionL e a de rsh ip P ro tec tionP ro pe rty P ro tec tionS u b sta n ce C on tro lC rim e P re ve n tion

L a w E n force m e nt

Ju d ic ia l H e a rin gsL e ga l De fen seL e ga l Inve stig a tionL e ga l P ro se cu tio n a ndL it iga tionR e so lu tio n F a c ilita tion

L it iga tio n a ndJu d ic ia l A c tiv it ies

C rim in a l In ca rce ra tionC rim in a l R e h ab ilita tion

C o rre c tio n a lA c tiv it ies

S c ien tif ic Inn o va tionS p ace F lig h t Inn o va tionT e chn o lo g ica l Inn o va tion

G e ne ra l S cie nce a n d In no va tion

S e rv ice s fo rC it ize n s

Draft Business Reference Model, Version 2.0:the new Mode of Delivery Business Area

R e sea rch a ndD e ve lo p m e ntG e ne ra l P u rp o seD a ta a n d S ta tis tics

K n ow led geC re a tion

M a nu fa c tu ringC o n s tru c tionP u b lic F a c ility &In fra stru c tu re M g m t

P u b lic G o o dsC re a tio n & M g m t

In spe c tio n s a ndA u d itingP ro du c t S a m plin g /T e s tingS tan d ard S e ttin g /R e p ortin g G u ide lin es

R e g u la tu la te d A c tiv ity M a na g e m e nt

M ilita ry O p e ra tio nsC iv ilia n O p era tio ns

D ire c t S e rv icesF o r C it ize ns

G o vern m en t S e rv iceD e live ry

F e d era l G ra n ts(N o n -S ta te )D ire c t T ra n s fe rsto Ind iv idu a lsS u b sid iesT a x C re d it

F e d e ra l F ina n c ia lA ss ista n ce

D ire c t L o a nsL o an G u ara n te esG e n era l In su ra n ce

C re d it a ndIn su ra n ce

F o rm u la G ra n tsto S ta tesP ro je c t G ra n tsto S ta tesD ire c t T ra n s fe rsto S ta tesS ta te L oa ns

F in a n c ia l T ra n s fe rsto S ta tes

F in a n cia l V eh ic les

M o de o fD e live ry

Draft Business Reference Model, Version 2.0:Support Delivery of Services

In fo rm a tio n C o lle c tionR e cord R e ten tionIn fo rm atio n S h aring

In fo rm a tion L ifecyc leM a na ge m e nt

C o rre c tive A c tionP ro gra m E va lua tionP ro g ram M on ito ring

C o n tro ls a n d O ve rs ig h t

P o licy a nd G u id a nce D e ve lo p m e ntP u b lic C o m m e n t Tra ck ingR e g u la to ry C re a tionR u le P u b lica tion

R e g u la to ry C re a tion

C o n tin g en cy P la nn ingC o n tin u ity o f O p e ra tio nsS e rv ice R e co ve ry

In te rn a l R isk M a na g e m e nta n d M it iga tion

C u s to m e r S e rv icesO fficia l In fo rm a tionD isse m in a tionP ro d uc t M arke tingP u b lic R e la tio ns

P u b lic A ffa irs

B u dg e t F o rm u la tionC a p ita l P lan n ingE n te rp rise A rch ite c tu reP ro jec t P lan n ingS tra te g ic P la nn ingB u dg e t E xe cu tionW o rkfo rce P lan n ing

P la nn in g a n d R eso urce A llo ca tion

L e g is la tio n Tra ck ingL e g isla tio n T e s tim o nyP ro po sa l D e ve lo pm e nt

L e g isla tive R e la tio ns

D e b t C o lle c tionU se r Fe e C o lle c tionF e d era l A sse t S a les

R e ven u e C o llec tion

C e n tra l F isca l O p era tio nsL e g isla tive F u nc tio nsE xe cu tive F u nc tio nsG e ne ra l P rop e rty a ndR e cord s M a na g e m e ntC e n tra l P e rso n n e lM a na ge m e ntT a x C o lle c tion

G e ne ra l G o ve rn m e n t*

S u p p o rt D e live ryo f S erv ices

*While this Line of Business is considered a support service for the management of the government, it does represent the “purpose” of the government’s central management organizations, and can therefore be thought of with the Level 1 Lines of Business to facilitate certain analyses.

Draft Business Reference Model, Version 2.0:Management of Government Resources

A d va n ce m en t a n d A w a rdsB e ne fits M an ag e m e ntL a bo r M an a ge m e ntP a yro ll M a n ag e m e nt a ndE xp en se R e im b urse m e ntR e so urce Tra in ing a ndD e ve lo p m e ntS e curity C le a ra n ce M a na g em e ntS ta ff R e cru itm e nt a ndE m p loym e nt

H u m a n R e so urce M a na g e m e nt

F a c ilit ies , F le e t,a n d E qu ipm en t M an a ge m e ntH e lp D e sk S e rv icesS e curity M a na g e m e ntT ra ve lW o rkp la ce P o licy D e ve lop m e nta n d M an a ge m e nt

A d m in is tra tive M a na g em e nt

G o od s A cq u is it ionIn ve n to ry C o n tro lL o g istic s M a na g e m e ntS e rv ices A cqu is it ion

S u p p ly Ch a in M a na g e m e nt

A cco u ntingB u dg et a nd F in an ceP a ym e n tsC o lle ctio n s a n d Re ce iva b lesA sset a n d L iab ility M a na g em e ntR e po rtin g an d In fo rm ation

F in an ca l M a na g e m e nt

S ys tem D eve lo pm e ntL ife cyc le /C h an g e M a na g e m e ntS ys tem M a in ten a n ceIT In fra s tru c tu re M a in te na n ce

T e chn o log y M a na g e m e nt

M an a ge m e nt o fG o vern m e n t Re sou rces

Note: BRM Version, 2.0 continues to distinguish between agency-centric and government-wide resource management.

Agenda





Next Steps

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.

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


Customer Results

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

Customer Results


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

The PRM supports the President’s Budget and Performance Integration initiative, which is taking two approaches to strengthen the link between budget dollars and results.

Budget and Performance Integration Approach #1

How the PRM Can Help

WHAT: Creating additional performance information to inform budget decisions

Provides a clear path forward to demonstrate results, thereby creating additional performance information to use in budget decisions

HOW: Program Assessment Rating Tool (PART), which rated 50% of the programs assessed as “Results Not Demonstrated”

Budget and Performance Integration Approach #2

How the PRM Can Help

WHAT: Linking performance and cost in the federal budget

Draws “line of sight” from inputs to outputs, then outcomes

HOW: Developing a performance budget format that shows how inputs are used to accomplish outputs and impact outcomes

TechnologyTechnology

Strategic Outcomes

Value

Business Results


Business Results


Customer Results


Customer Results


Processes and Activities•Financial•Productivity and Eff iciency•Cycle and Resource Time

Processes and Activities•Financial•Productivity and Eff iciency•Cycle and Resource Time

•Quality•Security & Privacy•Management & Innovation

Technology•Financial•Quality & Eff iciency•Information & Data•Security & Privacy•Reliability & Availability•User Satisfaction•IT Management

Technology•Financial•Quality & Eff iciency•Information & Data•Security & Privacy•Reliability & Availability•User Satisfaction•IT Management

Other Fixed Assets

•Financial•Quality, Maintenance, & Eff iciency•Security & Safety•Utilization

Other Fixed Assets

•Financial•Quality, Maintenance, & Eff iciency•Security & Safety•Utilization



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

Example: Operationalizing the PRM for the Resource Training and Development sub-function (Human Resources Line of Business) of the FEA Business Reference Model

Value

Business Results

Business Results

Customer Results

Customer Results

Processes and ActivitiesProcesses and Activities

TechnologyTechnology Other Fixed Assets

Other Fixed AssetsPeoplePeople

Degree to which agencies report OPM helps develop and maintain a workforce to meet their missions

Degree to which intended results are achieved

Mission Achievement / Outcomes

Operationalized Indicator

IndicatorMeasurement Category

Degree to which agencies report OPM helps develop and maintain a workforce to meet their missions





% of training and development services available in electronic format

Extent to which customers can obtain products or services via self-service

Service Accessibility



% of training and development services available in electronic format

Extent to which customers can obtain products or services via self-service

Service Accessibility



Travel $ per training or development resource provided

$ per unit of products produced or services provided

Financial


IndicatorMeasurement

Category

Travel $ per training or development resource provided


Financial



Category

# of staff trained to use electronic training and development services

Level of workforce proficiency / competency using technical tools

Employee Development



Category

# of staff trained to use electronic training and development services

Level of workforce proficiency / competency using technical tools

Employee Development



Category

% of training and development systems and applications shared across agency boundaries

% of consolidated / shared resources across organization-al units

Quality & Efficiency



Category

% of training and development systems and applications shared across agency boundaries

% of consolidated / shared resources across organization-al units

Quality & Efficiency



Category

Facilities $ per training or development resource provided

Asset $ per product or end unit of service

Financial



Category

Facilities $ per training or development resource provided

Asset $ per product or end unit of service

Financial



Category

Existing Goal from OPM’s GPRA Plan

Example: Operationalizing the PRM for IRS Free Filing, a Presidential Priority E-Gov Initiative

Value

Business Results

Business Results

Customer Results

Customer Results

Processes and ActivitiesProcesses and Activities

TechnologyTechnology Other Fixed Assets

Other Fixed AssetsPeoplePeople

Degree to which IRS provides quality service to taxpayers filing their tax returns





Category

Degree to which IRS provides quality service to taxpayers filing their tax returns





Category

% of tax filing public covered through e-filing

% of eligible customers serviced

Service Coverage # of citizens

filing taxes electronically for the first time

# of new customers as % of total customers



Category

% of tax filing public covered through e-filing

% of eligible customers serviced

Service Coverage # of citizens

filing taxes electronically for the first time

# of new customers as % of total customers



Category

$ to government per tax return processed


Financial



Category

$ to government per tax return processed


Financial



Category

# of cyber security breach events avoided

# of physical and/or cyber security breach events avoided

Security & Privacy



Category

# of cyber security breach events avoided

# of physical and/or cyber security breach events avoided

Security & Privacy



Category

Existing Goal from IRS’

GPRA Plan

Agenda





Next Steps

Regulatory Management

Support Deliveryof Services

Policy and Guidance Devel.Public Comment TrackingRegulatory DevelopmentRule Publication

Knowledge MgmtCRMContent MgmtCollaborationSearchPortalPersonalization

BusinessReference Model

( BRM )

Rule Publication

Service ComponentReference Model

( SRM )

Technologies

Platforms J2EE .NET Windows NTData Mgmt ODBC JDBCBusiness Logic

TechnicalReference Model

( TRM )

Performance Reference Model (PRM)Outcomes, Measurements, Metrics

Business lines and functions

Supporting technologyand standards

Enabling capabilities, components, and services

Component-Based Architecture

Service Layers Service Types Service Components

Data and Information Reference Model (DRM)Classification, Categorization, XML, Sharing

In addition to the Business and Performance Reference Models, the FEA includes three models that specifically address information technology – the Service Component, Technical and Data Reference Models

Customer Services

Process Automation Services

Business Management Services

Digital Asset Services

Business Analytical Services

Back Office Services

Com

mon

Serv

ices

Cro

ss-C

utt

ing

Serv

ice A

reas

(i.e

., S

earc

h,

Secu

rity

)

ServiceTypes

Service Layers

Service Components

The SRM framework consists of seven (7) Service Layers with 27 supporting Service Types and 143 Service Component Areas

PerformanceMeasures

BusinessProcess

Access and Delivery Channels

The Draft Service Component Reference Model (SRM) is a business-driven, functional framework that classifies capabilities (or service components) according to how they support business and performance objectives

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 Layers,Service 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

Mail

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

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 Layers,Service 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?

The Draft Technical Reference Model (TRM) supplements existing TRM and E-Government guidance by providing a foundation to advance the reuse of technology and service components from a Government-wide perspective

Agency LevelEA/TRM

Bureau LevelEA/TRM

eGov DirectionFEAW/CIO Council

E-Gov GuidanceOffice of Management and

BudgetFEA-TRM

• Citizen Focused• Interoperability, State / Local• Service Component / Technology Reuse, CBA• Government Technical Standards• Strengthen e-Gov Act

• e-Government Technology Specifications• e-Government Building Blocks, Assembly• OSE/OSI Service Layers, NIST

• OSE/OSI Service Layers, NIST• Strategic Planning, IT Capital Planning• Baseline -> Target Enterprise Architectures

• Baseline -> Target Enterprise Architectures• Mission Accomplishment• Initiative Identification / Management

STR

ATEG

IC T

RA

NS

FOR

MA

TIO

N(P

art

neri

ng

Rela

tion

ship

s)

Integrated Enterprise Architectures(Interoperable, Maximum Reuse of Components)

State and Local

ServiceFramework

ServicePlatforms

ServiceAccess and

Delivery

Service Platforms

Serv

ice Inte

rface

/

Inte

rop

era

bili

ty

Security

Presentation / Interface

Business Logic

Data Management

Data Interchange

Component Architecture

Serv

ice T

ransp

ort

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

- Mobile, Wireless, Web

- Internet, Intranet, Extranet

- Section 508, Privacy, Security

- HTTP, HTTPS, WAP, TCP/IP

- J2EE, Windows .NET

- SOAP, XML, UDDI, WSDL

The TRM will provide guidance and recommendations that support the development and implementation of service components that embrace a Component-Based Architecture

Security


Business LogicData InterchangeData Management

Security


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

Each tier is comprised of multiple categories that describe the technologies, standards, and specifications that support the service component

FEA Technical Reference Model (TRM) - Snapshot

Service Access and Delivery Service Framework Service Platforms

Access Channels

Delivery Channels

Service Requirements

Service Transport

Component-BasedArchitecture

Service Interface andInteroperability

Supporting Platforms

Web Servers

Application Servers

Security


Business Logic

Data Interchange

Data Management

Development Environment

Database / Storage

Hardware / Infrastructure

Taken together, the TRM and other FEA reference models can be leveraged to support the creation and integration of cross-agency service components

U.S. Customs(New eGov Border Control Initiative)

States

IRS

USDA

FDA

Justice

PRM

BRM

SRM

TRM

DRM

Acceptance of Cargo

Look up the license plate of the vehicle. Are there any

warrants for the driver?

Check to see if the import company owes taxes, fines, or

penalties

Do not let “x” animals into the country. Know viruses and

risks

Does the driver fit the profile of any wanted suspects. What country, what origin?

Is the food properly packaged? How much does a normal truckload of banana’s normally weight?

Agency EA Service Component eGov Architecture Guidance Federal Enterprise Architecture

Conceptual

Conceptual

The Draft Data and Information Reference Model (DRM) will support investment and E-Gov planning by providing a framework for agencies to leverage existing data components across the Federal Government

Promote horizontal and vertical information sharing between business lines

Business-focused data standardization that can be categorized for re-use

Re-use and integration of data as opposed to duplication

Enabler to support cross-agency collaboration

Facilitate cross-agency information exchanges

Consistent means to categorize and classify data

Goals and Objectives:

Agency 1 Agency 2

Agency 4Agency 3

State LocalFEA-DRM

Integrated Enterprise

The DRM framework is comprised of four interrelated levels that independently classify and categorize data to one or more areas of the Business Reference Model

Business Area, Line, Function

Collection of supporting data object components that

contribute to the definition of the Business Line Function or

Sub-FunctionOne or more common components /schemas that describe a specific

process or object

Level o

f Gra

nula

rity / R

e-U

se

The most elemental block of data that is descriptive of a business process or

object

FEA Data Reference Model – Overview of Framework

Level o

f Conte

xt

Conceptual

The physical property of the Data

FEA Business ReferenceModel (BRM)

Object Class Components

AggregateComponents (Aggregate BIE or ABIE)

Common Components (Business Information Entity - BIE)

Core Component Type & Data Type

Agenda





Next Steps

Near-Term Next Steps for the FEA

Address Agency comments on Draft Service Component and Technical Reference Models (due on March 7th), prepare Comment Response Documents, and issue Version 1 of the models by end-March

Continue consultations with defense and intelligence agencies to obtain their input for the Business Reference Model, Version 2.0

Address Agency comments on Draft Business Reference Model, Version 2.0 (due on March 14th), prepare Comment Response Document, and issue updated model by early April

Address OMB comments on Draft Performance Reference Model, issue draft model for Federal Agency review by end-March, and conduct Agency briefing by mid-April

Continue to define and validate the Data Reference Model

With CIO Council Subcommittees, develop guidance on use of the FEA reference models during the FY 2005 budget formulation process and post guidance to www.feapmo.gov

Launch FEAMS on www.feapmo.gov by early April

Address Agency comments on Draft Service Component and Technical Reference Models (due on March 7th), prepare Comment Response Documents, and issue Version 1 of the models by end-March

Continue consultations with defense and intelligence agencies to obtain their input for the Business Reference Model, Version 2.0

Address Agency comments on Draft Business Reference Model, Version 2.0 (due on March 14th), prepare Comment Response Document, and issue updated model by early April

Address OMB comments on Draft Performance Reference Model, issue draft model for Federal Agency review by end-March, and conduct Agency briefing by mid-April

Continue to define and validate the Data Reference Model

With CIO Council Subcommittees, develop guidance on use of the FEA reference models during the FY 2005 budget formulation process and post guidance to www.feapmo.gov

Launch FEAMS on www.feapmo.gov by early April

using the federal enterprise architecture to help simplify

Business

government agencies

performance budget

electronic government

citizencentered government

performance integration

draft business reference

performance gains

critical government