Enterprise Architecture Executive Overview

1. Enterprise Architecture Executive Overview Executive Program Overview PDS Conference March 28, 2007

2. Evolution of EA • The history of EA starts with the Zachman Framework of the 1980’s • Segments an organization into addressable pieces using "who, what, when, why, where, and how“ • Segmenting the organization allows in-depth focus on each segment alignment with strategic goals and support for accomplishing the mission • The description becomes a model of the organization to be analyzed for efficiency opportunities. The Zachman Framework evolved and became the baseline model for Enterprise Architecture. The FEA is rooted in this Discipline.

3. Federal Enterprise ArchitectureCore Principles • Business-driven:The FEA is most useful when it is closely aligned with government strategic plans and executive level direction. Agency mission statements, presidential management directives and agency business owners give direction to each agency’s enterprise architecture (EA) and to the FEA. • Proactive and collaborative across the Federal government:Adoption of the FEA is achieved through active participation by the EA community in its development and use. The FEA community is responsible for the development, evolution and adoption of the FEA. • Architecture improves the effectiveness and efficiency of government processes:Architecture development is an integral part of the capital investment process. Investment decisions should be based on business-approved architecture.

4. Federal EA GovernanceLaws and Policy Government mandates require each Agency to plan, procure, and deliver business products and services through Enterprise Architectures: • LAW-TheOMB’s Government Performance & Results Act (GPRA) andChief Financial Officers (CFO)act mandates performance-based measures that tieall capital investmentsto Agency EA • LAW- The Clinger-Cohen Act (CCA) formerly known as the Information Technology Management Reform Act (ITMRA) originally assigned CIO’sthe responsibility to develop and maintain an agency-level EA • POLICY - OMBM-97-02 - Requires that Agency investments in major information systems be consistent with EAs. • LAW- The Federal Information Security Management Act (FISMA) requires IT Security Planning as part of an EA • LAW- The Paperwork Reduction/Elimination Acts (PRA/GPEA) requires agencies to conduct operational and Strategic IT planning as a basis for budget requests

5. Customer Driven Solutions that Enable Business Achievement Customer Focused Ownership Collaboration Maintain an Adaptable Infrastructure Interoperable, Extensible, and Open Systems IT Security Smallest Set of Systems that Fully Cover Agency Requirements Bind Technology at the Last Possible Moment Commonality Information is a Strategic Agency Asset Information Management Develop Conceptual Models to Facilitate Discussions Include Appropriate Performance Metrics Best Investment Value for the Agency Economically and Technically Achievable Leverage Existing Investments Focus on the "Big Picture.” Greatest Cost/Benefit NASA EA Guiding Principles

6. Enterprise Architecture Roles Business/ Technology Strategy Strategic Governance Enterprise Architects Enterprise Architecture Technology Infrastructure System Architects Solution Design Information Systems Business Information Systems Architecture Software Architects Solution Delivery Data Architecture Security Architecture Network Architecture Supply Chain Management Software Architecture Workflow Analysis Information Analysis BPM/CRM/ERP Solutions Architecture

7. Baseline State Identify Gaps & Build Plans Target State Transition Strategy What do we have? What do we need? Lines of Business New Requirements Processes Processes Eliminate Redundant Systems Funding Requests Services Services Projects to build New Services/Capabilities Capabilities Enabling Investments Review Current Services for use in Future State Data Data Milestones & Metrics Facilities Facilities Sunset Obsolete Services NASA EA Architecture States • Enterprise Architecture allows the Mission Areas to: • Evaluate the Agency’s information solution and service needs required for mission success against the current state • Identify any gaps • Formulate concepts and opportunities to fill the gaps

8. Approach to Investing Investment Types How do we fund new DME? Average Investment Distribution (Industry) DME New investment money here… Develop Modernize Enhance DME DME 20% 25% New investments that improve our enabling capabilities SS SS …comes by improving operational efficiencies here. 80% SS Steady State 75% Approved investments that support ongoing operations Resources are freed and re-purposed for fundamental research and other scientific endeavors though increasing efficiency and effectiveness

9. Contract Management ModuleEA Review Example: Cost Benefit Analysis Project Costs - CMM 10-year Present Value Project Investment and O&SS Cost: ~$65,077,000 Project Savings: Retirement of Legacy Systems ~$43,466,000 * Additional System Cost Avoidance ~$25,649,000 ** Realignment of work / Mission Savings ~$6,093,000 *** Total Savings: ~75,208,000 Total Positive CBA based on cost savings: ~$10,131,000 * Legacy system savings are based on decommissioning systems ** Cost avoidance is based on presumed upgrades, enhancements, and additional development that would have to be performed in order for status quo systems to meet Agency requirements *** Mission savings are achieved when Contract Specialists can realign from low-value to high value-add tasks The EA Review team helped structure and articulate the positive benefits of this investment to NASA Executive Management. Information is shared with permission from the CMM EA Review, May 2005

10. NDC ServicesEA Review Example: Customer Analysis The NDC currently provides IT operations and maintenance support for mainframe, midrange, infrastructure (SAN, Active Directory, etc.) and application development services. The EA Review team helped the NDC define its portfolio of services and the customers who use the services Information is shared with permission from the NDC EA Review, June 2005

11. EA Promotes Investment Integration Through common reference architectures, EA helps integrate services to maximize NASA’s resources to achieve its mission. Example: NISE • Identity Management System (IDMS) • Cyber Identity Management System (CIMS) • NASA Account Management System (NAMS) • E-Authentication Initiative

12. Approach to Success • By design, the EA program started out small in scope • Focused on investments within the OCIO and cross-cutting institutional investments • Benefits of this Approach: • Build policy, governance, and methods within our own workspace • Build tools and processes for investment reviews • Record and analyze results • Iterate, improve, and refine the EA program • Prove that EA adds value • AND ONLY THEN • Extend the program as a service to the Mission Directorates, with the hope of delivering similar value • Must recognize that each Mission Directorate is unique, and so are many of its services and capabilities

13. EA Reviews: Federal Best Practice • The NASA Enterprise Architecture Team received the E-Gov Institute's "Government Civilian Leadership in Government Transformation Award" on September 13th, 2006. • NASA’s Enterprise Architecture Review process is recognized as a federal Best Practice.

14. NASA Enterprise Architecture • NASA has 5 Segment Architectures: • One for each Mission Directorate which are our Lines of Business (LoB) • One for Agency cross-cutting capabilities (IT, CFO) • Each Business has their own unique common operational elements • EOSDIS • High-Performance Computing • Each Business has Federal Enterprise Architecture (FEA) unique Elements: • SMD: Under Development • SOMD: ISS, Shuttle, CLV, CEV ESMD Segment Center Mission Facilities Mission Support Segment Center Mission Facilities Center Mission Facilities SMD Segment ARMD Segment Center Mission Facilities SOMD Segment

15. SMD Segment (incomplete) • “The Scope of the SMD Segment includes SMD-funded research and analysis, and activities to the project level directly funded by the Science Mission Directorate: • includes space mission programs and projects, sub-orbital and laboratory programs and projects, scientific research, technology development, and applications research” • -Gordon Johnston, SMD Chief Architect Agency-wide, cross-cutting Services Mission Support Services Mission Cross-cut Segment Services Ground Network Centers’ Mission Facilities Deep Space Network Data Centers Astrophysics Planetary Science High Performance Computing Heliophysics Earth Science Major Mission Services

16. NASA Centers’ Common Infrastructure Support Facilities OIG Procurement General Counsel OCFO OCIO Administrator Human Capital PA & E Chief Engineer External Relations Public Affairs S & MA Mission Support Segment • Mission Support Segment includes: • Executive Offices • Mission Support Offices • Executive Functions • NASA Centers’ Infrastructure • Component Facilities

17. EA Next Steps - Longer Term • EA support within each Mission Directorate • Agency EA will be evaluated by OMB on ability to develop Segment Architectures • Agency EA will focus on bringing value to the Mission Directorates, Mission Support Offices, and federal e-Gov programs • Explore EA integration with Agency Management & Focus Teams • In-depth analysis of agency services and SOA’s (Recent FCW Article on Popular SOA Myths) • Use of the EA repository to deliver information about investments and their relationships with other investments

18. Questions ???? Bob Stauffer Enterprise Architect rstauffer@information-dynamics.com Office: 440-328-3120 Cell: 440-725-3194