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Architecture and Infrastructure Committee (AIC)

Briefing to FOSE 2003

April 9, 2003

AIC Objectives

Integrate OMB and CIOC Architecture EffortsDevelop (simpler) and Consistent Taxonomy and TerminologyFacilitate Cross-agency efforts: common meta data, tools Oversee “operationalization” of architecture efforts

A new subcommittee structure was developed to support these objectives

New AIC StructureMove from ad hoc efforts to priority and

schedule-driven efforts with committed staff

GovernanceJohn Przysucha, DOEBob Haycock, FEAPMO

ComponentsReynolds Cahoon, NARABob Haycock, FEAPMO

Working GroupsXML - Marion Royal, GSA; Owen Ambur, DOI

Universal Access - Susan Turnbull, GSA

XML Web Services - Brand Niemann, EPA PKI - Judith Spencer, GSA

AICLaura Callahan, DHS • John Gilligan, USAF • Norm Lorentz, OMB

Emerging Tech.Dawn Meyerriecks, DISAMark Day, EPA

CIO Council has established expectations for federal agency participation in AIC

Agencies have begun designating senior-level representatives to the Governance and Components Subcommittees (25% time commitment per subcommittee).

Volunteers have begun populating the Emerging Technology Subcommittee and its ongoing working groups.

Subcommittee participation contributes to executive development objectives of CIOC.

AIC products will benefit all agencies and accelerate achievement of CIOC

goals

Enterprise Architecture Governance Subcommittee

Leadership – John Przysucha, DOE; Bob Haycock, OMB

Subcommittee Mission: Develop policy, direction and guidance by which the Federal Enterprise

Architecture (FEA) is a driver of business process improvement, investment management, and technical decisions in order to institutionalize the FEA throughout Government

Assist in implementing the FEA and other Enterprise Architectures (EAs) throughout Government

Three Subcommittee Goals:1. Integrate EA into the Government’s management processes2. Define the alignment of department/agency EAs with the FEA3. Describe how the FEA will facilitate the connection of State and Local EAs to

Federal business lines and agency architectures

Recent Progress: Subcommittee members selected and subcommittee activated FY 2003 work plan completed

Enterprise Architecture Governance Subcommittee Tasks

• Develop FEA Principles

• Integrate EA into the Capital Planning and Investment Control Process• Integrate EA into the Strategic Management and Budget Formulation/Execution Processes• Integrate EA into the Project Management, Workforce Planning and Security Management Processes

• Determine the major EA frameworks used by Federal agencies• Analyze how agencies align with the emerging FEA• Propose a federated FEA model that complements agency EAs

• Develop a Government Enterprise Architecture Framework• Conduct a Joint Architecture Integration Pilot • Conduct a Joint Component Directory/Repository Pilot• Develop a Joint Government Data and Information Reference Model• Identify new approaches to Joint Enterprise Software Licensing• Conduct expanded Joint Architecture Integration Pilots

Goal 1: IntegrateEA into the Government’sManagement processes

Goal 2: Define alignment of department/agency EAs with FEAGoal 3: Describe how the FEA will facilitate the connection of State and Local EAs to Federal business lines and agency architectures

Mission-related

Leadership – Reynolds Cahoon, NARA; Bob Haycock, OMB Draft Subcommittee Mission:

Foster the identification, maturation, and re-use of enterprise architecture components and component-based enterprise architectures in Government

Draft Subcommittee Goal:Facilitate cross-Agency development and implementation of enterprise architecture components

Recent Progress: Subcommittee members selected and subcommittee

activated FY 2003 workplan completed; four tasks identified:

Develop a Components Based Architecture White Paper

Develop a Components Registry/Repository Concept Paper

Develop a Solution Development Life Cycle Develop and Market Quick Win

An Enterprise Architecture Component is defined as "a self contained business process or service with predetermined functionality that may be exposed through a business

or technology interface."

Components Subcommittee

Emerging Technology

Leadership – Mark Day, EPA; Dawn Meyerriecks, DISA

Goal – Coordinate and guide technology tracking efforts of the federal government. Accelerate the implementation of commercially-developed technology resolving common challenges

Initial Objectives

To provide a clearinghouse function between industry and agencies

To help discover and close technological gaps in the federal business and technology infrastructure

Recent progress

Activation of the subcommittee

Development if initial draft 2003 work plan

Opportunities for Public-Private Interactions

Inherently Governmental Functions

Architecture and Infrastructure Committee Interrelationships

Industry

EmergingTechnology

ComponentsSRMTRMDRM

GovernancePRMBRM

Component Voids

Candidate Components

Priorities

Policy Recommendati

ons

FEA - Program Management Office Reference Model Release Schedule

Model

Version

Federal Review General

Release

PRM 1.0 Mid-April Early May

BRM 2.0 February 28th

Mid-April

SRM 1.0 January 29th Mid-April

DRM 1.0 TBD TBD

TRM 1.0 January 29th Mid-April

Performance Reference Model

Business Reference Model

Service Component Reference Model

Data and Information Reference Model

Technical Reference Model

Services for Citizens

Mode of Delivery

Support Delivery of Services

Management of Government Resources

Legislative RelationsPublic AffairsRegulatory CreationPlanning and Resource Allocation

Controls and OversightRevenue Collection

Internal Risk Mgmt and Mitigation

Government Service DeliveryDirect Services for CitizensKnowledge CreationPublic Goods Creation and MgmtRegulated Activity Management

Financial VehiclesFederal Financial Assistance

Credit and InsuranceFinancial Transfers to States

Financial Management

Human Resource Management

Supply Chain Management Administrative Management

Information and Technology Management

Defense and National Security

Homeland Security

Intelligence Operations

Law Enforcement

International Affairs and Commerce

Litigation and Judicial Activities

Correctional Activities

Environmental Management

Natural Resources

Disaster Management

Community and Social Services

Economic Development

Income Security

Workforce Management

EducationEnergyHealth

TransportationGeneral Government

Development of the Draft BRM, Version 2.0 is nearing completion

DRAFT Business Reference Model, Version 2.0

The Draft BRM, Version 2.0 aligns with three critical management frameworks / improvement initiatives

The President’s Budget and Performance Integration Initiative and the FEA Performance Reference Model

The revised model differentiates between the purpose of the government and mechanism/process used to deliver services to the customer

This distinction aligns with the Performance Reference Model’s focus on outcomes (purpose of government) and outputs (mechanism/process)

OMB’s Budget Function Classifications These classifications provide a similar functional description of Federal

activities

JFMIP’s New Framework for Financial Management Systems Within the revised BRM, financial management is an element of the Lines of

Business and Sub-functions throughout the four Business Areas The core processes of financial management - as defined by JFMIP - have

been incorporated into the model’s Financial Management Line of Business

Within the Draft BRM, Version 2.0, Mode of Delivery and Services for Citizens should be thought of collectively

Services for Citizens

Mode of Delivery

What is the purpose of government?What “outcomes” is the government hoping to achieve?

What mechanisms does the government use to achieve these outcomes?What are the “outputs” of these processes?

With this relationship in place, all Government programs, agencies, mission-related IT systems, etc., can be aligned

to both a Service for Citizens and a Mode of Delivery

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

•Mission Achievement / Outcomes•Financial

Customer Results

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

Customer Results

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

Processes and Activities•Financial•Productivity and Efficiency•Cycle and Resource Time

Processes and Activities•Financial•Productivity and Efficiency•Cycle and Resource Time

•Quality•Security & Privacy•Management & Innovation

Technology•Financial•Quality & Ef ficiency•Information & Data•Security & Privacy•Reliability & Availability•User Satisfaction•IT Management

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

Other Fixed Assets

•Financial•Quality, Maintenance, & Efficiency•Security & Safety•Utilization

Other Fixed Assets

•Financial•Quality, Maintenance, & Efficiency•Security & Safety•Utilization

People•Employee Satisfaction & Quality of Worklife•Recruitment & Retention•Employee Development•Employee Ratios

People•Employee Satisfaction & Quality of Worklife•Recruitment & Retent ion•Employee Development•Employee Ratios

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

The Draft Service Component Reference Model (SRM) framework is comprised of three inter-related service-oriented tiers – each of which describes capabilities in greater levels of granularity

Service DomainThe collection of business oriented service categories that align service / component capabilities to a level in which they support the objectives and performance of the business.

Service TypesA collection of business-driven, service types (or categories) that assist the Service Layer in accomplishing of mission and/or performance objectives.

Service ComponentsThe collection of components and/or capabilities that support the Service Type.

Level o

f Gra

nula

rity

7 Service Layers

29 Service Types

163 Service Components

Customer Services

Process Automation Services

Business Management Services

Digital Asset Services

Business Analytical Services

Back Office Services

Su

pp

ort

Serv

ices

Cro

ss-C

utt

ing

Serv

ice A

reas

(i.e

., S

earc

h,

Secu

rity

)

ServiceTypes

Service Domain

Service Components

PerformanceMeasures

BusinessProcess

Access and Delivery Channels

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

The SRM is supported by multiple access and delivery channels that provide a foundation for accessing and leveraging the Service Component

Portal Marketplace Exchange Commerce Integration

DeliveryChannels(FEA-TRM)

Service DomainsService Types, and Service Components(FEA-SRM)

AccessChannels(FEA-TRM)

Mobile, Wireless Web Browser PDAKiosks

Internet Intranet Extranet Peer to Peer

System to System EAIWeb Service

Private/PublicPartnership

Phone, Fax

Face to Face

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 DomainsService Types, and Service Components(FEA-SRM)

Access Channels (FEA-TRM)

Delivery Channels (FEA-TRM)

Access Channels(FEA-TRM)

Delivery Channels(FEA-TRM)

PerformanceMeasures(FEA-PRM)

What level of process, performance, and outcome is the Service Component achieving? Does this help to close a performance gap?

FEA TRM Technical Tiers:

Service Access and DeliveryThe collection of Access and Delivery Channels that will be used to leverage the Service Component, and the Legislative Requirements that govern it’s use and interaction

Service FrameworkThe underlying foundation and technical elements by which Service Components are built, integrated and deployed across Component-Based and Distributed Architectures.

Service PlatformA collection of platforms and specifications that embrace Component-Based Architectures and Service Component reuse

How to leverage and

access Service Components

How to support and maintain

Service Components

How to build, deploy, and exchange Service

Components

The Draft Technical Reference Model (TRM) is comprised of three technical tiers to support the construction, exchange, and delivery of service components

Service Platforms

ServiceFramework

ServicePlatforms

Service Accessand Delivery How to

leverage and access Service Components

How to build, deploy, and exchange Service

Components

How to support and maintain

Service Components

Security

Presentation / Interface

Business Logic

Data Management

Data Interchange

Component Architecture

Serv

ice Inte

gra

tion

Serv

ice Inte

rface

/

Inte

rop

era

bili

ty

Serv

ice T

ran

sport

Service Requirements

Delivery Channels

Access Channels

The TRM provides an effective means by which service components can be leveraged, built, and deployed across the Federal Government

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

The goal of the Draft Data and Information Reference Model (DRM) is to support investment and E-Gov planning by providing a framework in which agencies can leverage existing data components across the Federal Government

Promote horizontal and vertical information sharing between business linesBusiness-focused data standardization that can be categorized for re-useRe-Use and integration of data as opposed to duplicationEnabler to support Cross-agency collaborationFacilitate Cross-agency information exchangesConsistent means to categorize and classify data

Goals and Objectives:

Agency 1 Agency 2

Agency 4Agency 3

State LocalFEA-DRM

Integrated Enterprise

The DRM framework provides a consistent method of categorizing and describing the data supporting the Business Lines and Sub-Functions of the BRM

FEA-BRM(Business Functions / Sub-Functions)

BorderControl

IntelligenceGathering

Anti-Terrorism

LawEnforcement

Based on ISO 11179

Will heavily leverage XML and interoperability principles

Classifications of data will form the basis for the definition of business-driven XML Schemas

Will leverage industry vocabularies

XML Schemas will be stored within a central repository (e.g.., XML.Gov, FEAMS)

Security and data privacy are TOP priorities

Will provide effective means to communicate with State and local governments

Criminal Suspects

Illegal Aliens

Terrorist Activity

Apprehensions

Events

Conceptual

DRM FrameworkFocus Points

Classifications

Questions and Answers

Contact Information

AIC Co-ChairsLaura Callahan [email protected] DHSJohn Gilligan [email protected] USAFNorman Lorentz [email protected] OMBEAG Co-ChairsJohn Przysucha [email protected] DOEBob Haycock [email protected] FEAPMOCS Co-ChairsReynolds Cahoon [email protected] NARABob Haycock [email protected] FEAPMOET Co-ChairsMark Day [email protected] EPADawn Meyerriecks [email protected] DISA

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