June 22-24, 2008 ArchitectureGov Conference

1. Next Generation Federal Segment Architecture Guidance Initiative June 22-24, 2008 ArchitectureGov Conference • 1

2. Agenda Overview of the Next Generation Federal Segment Architecture Guidance Initiative – Colleen Coggins, DOI How to define and prioritize your Segments – Colleen Coggins, DOI How to develop your Performance, Business and Data Architecture – Marlene Howze, DOL How to define your Services – Kunal Suryavanshi, HRLoB Linking Segment Architecture with CPIC – John Teeter, HHS Question & Answer Session

3. Overview of the Next Generation Federal Segment Architecture Guidance Initiative Colleen Coggins Department of the Interior (DOI) 3

4. Overview of the FSAWG Charter Purpose and Scope Purpose FSWAG is a cooperative effort with the federal architecture community to develop a government-wide guidance document and training materials that describe a step by step process for developing and using segment architectures. This guidance will leverage existing “best practice” architecture analysis, techniques, artifacts and methodologies. Scope The scope includes guidance related to establishing an appropriate segment architecture governance structure and interfaces to other processes including performance / investment management, enterprise transition planning, solution architecture development, and system lifecycle management.

5. FSAWG is a cross agency initiative that will leverage participating agency best practices • DHS – Department of Homeland Security • DoD – Department of Defense • DOI - Department of the Interior • DOJ – Department of Justice • DOL – Department of Labor • DOT – Department of Transportation • EPA – Environmental Protection Agency • HHS – Health and Human Services • HRLOB – Human Resources Line of Business • HUD – Housing and Urban Development • OMB – Office of Management and Budget • PM-ISE – Program Manager – Information Sharing Environment • Treasury – Department of the Treasury

6. All agency “best practice” documents were documented and analyzed for inclusion in the methodology. 6

7. Results thus far using the Catalog and Analysis of Documents to dissect and identify analysis techniques used in best practices FSAWG has adopted a stretch goal to integrate NIST 800-39 v1 for security and privacy 7

8. We are now in the process of developing the more detailed next level decomposition of the Top-Level FSAWG Methodology Work in Progress

9. Touch points are being identified that sync up the FSAWG methodology to the definition of risk management requirements for the segment FSAWG Methodology NIST 800-39 Work in Progress PGFSOA FEA SPP Methodology

10. FSAWG deliverables will promote consistent artifact development and reusability. Look for the next generation guidance and a Segment Architecture “Tool Kit” this Summer • Index of Researched Best Practices and Methods: This index will demonstrate the depth and breadth of segment architecture best practices and provide traceability that demonstrates the progress from disparate approaches to a best-of-bread approach. • Segment Architecture Guidance Document and Website: The guidance will document the methodology, including the development of as-is, target and transition plans for the performance, business, data, services, and technology architecture layers. Templates and case examples will also be included. • Training and Outreach Materials: These items will provide the background and instruction necessary to inform the community and encourage public use of the guidance.

11. How to define and prioritize your Segments Colleen Coggins Department of Interior (DOI) 11

12. DOI embraced a segment architecture approach to produce business-driven, actionable architectures and ensure a sustainable rate of transformation 12

13. Five criteria were selected for prioritizing business areas for future studies based on the availability of data within DOI Criteria for Determining Performance Results: 1. Performance on PAR 2. Performance on PART Criteria for Determining Financial Spending: 3. % of DOI Labor Costs 4. % of DOI IT Portfolio 5. Does the Business Area Have an Executive Sponsor for a Blueprint Initiative?

14. IEA has pulled data from PAR, PART, eCPIC, ABC/M, and DEAR to evaluate all of the DOI Business Areas IEA has pulled data from PAR, PART, eCPIC, ABC/M, and DEAR to evaluate all of the DOI Business Areas “Financial Spending” is a weighted score based on the % of Total DOI Labor Costs and % of Total DOI IT Portfolio “Performance Results” is a weighted score based on the Business Area’s performance with PART and PAR

15. DOI prioritizes its segment architecture work by assessing the performance and spending of its segments Business Areas with Lower Performance and Higher Spending Should be the Primary Focus of Future Blueprints

16. How to develop your Performance, Business and Data Architecture Marlene Howze Department of Labor (DOL) 16

17. Segment Opportunity Identification 17 • The identification of opportunities for improvement within the scope of a Segment can be derived from multiple sources. While the majority of opportunities arise during transition strategy and architecture development and analysis, other environmental factors can indicate an opportunity for segment investigation. Some of these factors include: • Internal Sources • New guidance or changes to existing guidance; • Events that change operational context; • Ineffectiveness or Inefficiencies asserted by Business Owners; • Real or perceived threats to successful Mission execution; • Customer / Stakeholder indicators (complaints, trouble tickets, etc.). • External Sources • New legislation or changes to existing legislation; • Revolutionary technological developments or opportunities; • New leadership / leadership priorities; • New Mission assignments (DHS for example).

18. Segment Performance Architecture Domain – Content Minimum 18 • Segment Target Performance Architecture – Fully describes the performance landscape • Target Performance Objectives for all PRM Domains (“Areas” of Performance Measurement, not quantification) • Performance Objectives should be further described by Measurement Indicators (specific quantified measures) and associated with the appropriate PRM Performance Area • Measurement Indicators should be described by Measurement Points (Time-stamped target measures at critical junctures across the Segment Timeline – usually associated with a Project Milestone delivering something tangible) • Performance Traceability to other EA Domains – Identifies “what” is to be measured, and when • Mission & Business, Process & Activity, Customer Results, Technology & Data

19. Performance Domain Description * 19 * Applicable to all Measurement Areas

20. Segment Performance Architecture Development Approve Target Performance EA Segment Governance Develop Target Performance Description Scope, Outcomes & Intent Assess Baseline Performance against Intent Update Target Performance EA EA Team Baseline EA Scenarios Identified? Create Performance EA for Scenario(s) Yes No Business & Strategic Stake- holders Yes Performance Gaps Updates Required? Identify & Quantify Performance Requirements Validate Target Performance EA No 23

21. Segment Business Architecture Development Approve Target Business EA Segment Governance Develop Target Business Description Scope, Outcomes & Intent Assess Baseline Business EA against Intent Update Target Business EA EA Team Baseline EA Scenarios Identified? Create Business EA for Scenario(s) Yes No Business & Strategic Stake- holders Yes Updates Required? Identify & Quantify Business Requirements Validate Target Business EA No

22. Segment Business Domain Description

23. Segment Data Architecture Development Approve Target Data EA Segment Governance Develop Target Logical / Physical Data Description Scope, Outcomes & Intent Assess Baseline Data EA against Intent Update Target Data EA EA Team Baseline EA Scenarios Identified? Create Data EA for Scenario(s) Yes No Info Exchange Packages (Process) Business & Strategic Stake- holders Yes Updates Required? Identify & Quantify Data Requirements Validate Target Data EA No Info Exchanges (Apps)

24. Segment Business Domain Description

25. Example DOL Segment Report Sections

26. How to define your Services? Kunal Suryavanshi Human Resources Line of Business (HRLoB) 35 35

27. The HR LOB Service Component Model translates the BRM into a services view The Service Component Model describes the universe of service offerings that could be provided by HR LOB service providers: The list of potential services from which providers may choose to establish their portfolio of services The list of potential services from which customers can select for purchase The purpose of the SCM is to: • Identify the common BRM-based business services • Provide a foundation to support the re-use of applications, application capabilities, components and business services • Develop the Service Delivery Model which standardizes the means through which customers access the service • Begin to describe the technology foundation for a standardized and interoperable architecture 36

28. For the Human Resources service type, the SCM work group identified and defined 17 service components… Human Resources Payroll Processing Payroll Reporting Time and Attendance Manager Self-service Employee Self-service Pay Administration Benefits Counseling Benefits Processing Benefits Reporting Personnel Action Processing Position Classification Recruiting Application Management Learning Administration Workers Compensation Health and Fitness Unemployment Compensation 37

29. For the Human Capital Management service type, the SCM work group identified and defined 16 service components… Human Capital Management Competency Management Succession Planning Workforce Planning Workforce Reshaping Organization Design Position Management Assessment Model Staffing Career Development Planning HRD Needs Assessment HRD Program Development Education / Training Delivery Human Capital Program Review and Assessment Performance Management Employee Relations Labor Relations 38

30. 30 service components outside the HR / HCM service areas support HR LOB BRM activities Analysis and Statistics Data Management Modeling and Simulation Predictive Analysis Mathematical Methods Data Exchange Financial Management Labor Cost Allocation Information Services Customer Relationship Management Knowledge Management Content Management Records Management Customer Support Call Center Management Customer Feedback Partner Relationship Management Marketing Management of Process Project Management Consultative Services Program Management Requirements Management Quality Management Risk Management Change Management Configuration Management Customer Initiated Assistance Employee Assistance Program Business Intelligence Decision Support and Planning Reporting Data Mining Strategic Planning and Management Activity-Based Management Tracking and Workflow Process Tracking Case / Issue Management Presentation Multimedia 39

31. The BRM and Target Requirements inform the SCM which in turn is used to recommend service delivery methods • robust enough to be meaningful (provide enough business value) ?? • finite enough to be self-contained ?? Business Reference Model Service Component Model Service Delivery Model Target Requirements for Shared Service Centers What services could be put into place to support the activities in the BRM? What is the recommended first level of contact for service delivery? 40

32. The service delivery model recommends the tier at which the service will be provided legend: direct access subject matter expert 0 2 call center decision maker 1 3 41

33. Linking Segment Architecture with CPIC John Teeter Health and Human Services (HHS) 42

34. From Segment to Investment at HHS STRATEGIZE ARCHITECT INVEST IMPLEMENT CPIC ADM (Segment Architecture) STRATEGY PRESELECT EPLC SECURITY SOLUTION STAGE GATES 43

35. HHS Framework Strategy Strategy HHS Mission Business Business Investment Investment Data/Databases Data/Databases Systems/Services Services Technology Technology Workforce Workforce Facilities Facilities Security & Privacy Performance Assessing Gaps and Reuse Opportunities Using HHS's EA Framework • Strategy – identify the strategic goals and objectives of any driver. These could be legislation, Presidential or OMB directives, program audits, general business problems, etc. • Business – determine what essential business or segment activities are needed to achieve the goals and objectives. • Performance – identify measurement indicators to measure performance at all levels of the enterprise • Investment – Identify priority investments to be made to support essential business changes. • Data – determine what data will be needed to support the business activities, and where it can be obtained. • Systems/Services – identify any needed systems that will provide the services needed to support the above business activities and how they will be made available • Technology – identify the technology to be used in building the system services • Workforce – identify the roles and key positions needed to support the above business activities • Facilities – identify the facilities needed to support the business activities above. • Security/Privacy – identify the security controls that are to be in place at each layer and how they will be implemented 44

36. HHS Framework Strategy Strategy HHS Mission Business Business Investment Investment Data/Databases Data/Databases Services Systems/Services Technology Technology Workforce Workforce Facilities Facilities Security & Privacy Performance Planning for Change Legislation Directives Business Problems Proposed Investment Alternatives 45

37. Strategy Business Services Workforce Facilities From Drivers to Investment at HHS Legislation Directives Business Problems STRATEGIZE ARCHITECT INVEST IMPLEMENT HHS EA Framework CPIC STRATEGY PRESELECT EPLC SECURITY SOLUTION STAGE GATES 46

38. HHS EPLC Framework 47

39. Stage Gate Review Process 48

40. From Segment to Investment at HHS STRATEGIZE ARCHITECT INVEST IMPLEMENT CPIC ADM (Segment Architecture) STRATEGY PRESELECT EPLC SECURITY SOLUTION STAGE GATES 49

41. Questions?