Succeeding with Component-Based Architectures: Summary ...
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Succeeding with Component-Based Architectures: Summary &
Recommendations
An ICH/IAC Enterprise Architecture Out Brief to OMB SAWG and Federal CIO
Council AIC
John WeilerExecutive Director
ICH Architecture Resource [email protected]
703.768.0400
ICH Architecture Resource Center
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Agenda
Current IssuesConcepts & ContextImplementation ChallengesBusiness Drivers & BenefitsEnablers & Critical Success FactorsRecommendations for TransformationDiscussion
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New IT Solution ParadigmCustom Development gives way to Application Assembly
Y e s t e r d a y
Design, Code & Test
• Focus on Component Assembly & Integration
• Model, Evaluate, & Acquire• Timeframes are 12-24 weeks!• Reliance on industry standards• Rate of change is high and
accelerating• Increased Agility & Adaptability of
Enterprise Systems
T o d a y
Architect, Acquire, Integrate
Services Oriented Architecture dictatesComponent-Based
SDLC process
Softwar
e Co
mpo
nent
s
& O
ff the
She
lf Pr
oduc
ts
• Focus is Software Development
• Code everything to spec• Timeframes 12-24 months• Complexity and rate of
change manageable (CMM)• Technology base Stable• Driven by data model &
structured methods
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Component-Based Architecture: Concepts
Services Oriented Architecture Way of thinking about systems as set of modular
services: business, data, infrastructure
Component-based Architectures (CBA) Approach to structuring enterprise
solutions that increases modularity and adaptability
Focus on component assembly Origins in OO and Component-based Development Required by Federal Enterprise Architecture
Program Management Office (FEAPMO.gov) Facilitates alignment of business and technology Consistent with Industry Best Practices
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CBA: Driven by BRM and Implements SRM
BRMCBAApplication Layer 1
InfrastructureLayer M
BRMSRM Appl Service Components Layer 1
InfrastructureService ComponentsLayer N
BRMBRMBusiness Lines
Sub-functions
Con
trib
uti
on
to F
ulfi
llmen
t
Fun
ctio
nal Tra
ceab
ility
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Challenges to EA Transformation
Current EA, SDLC & funding processes are not attuned to CBA, and encourage monolithic stove pipes.No consistent COTS evaluation & acquisition process Bureaucracy & culture protect against changeThe “Legacy Hurdle”
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Current EA and SDLC Processes Ineffective
Based on technology and standards (IDEF, UML)Poor alignment of stakeholder viewsNo cross-agency or cross-application business process refactoringAssume custom S/W developmentNo consistency enforcement of EA artifacts (inter- and intra-agency)Does not produce actionable or comparable output
Typically waterfall – not iterativeProduces monolithic apps – not modularNo consistent COTS evaluation and acquisition processInhibits use of commercial best practices & SW artifactsEncourage stove-pipe development
Traditional EA Methods Traditional SDLC Process
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Business Drivers & Benefits
Increased Adaptability & FlexibilityCapability Sharing = reduced redundancy Time to Market Lifecycle Cost Risk Mitigation
Consistent application of policy & guidanceInteroperability and Information SharingIT Value Chain and Business stakeholder alignment
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Agile Organizations Require Adaptable Architectures
1980’s and earlier
•Organization Focus
•Mainframe centric
•Monolithic•Internal use
1990’s
•Business Process Focus
•Client/Server•Monolithic•Business-to-business via EDI -file transfer
•Virtual organizations•Distributed Functions•Service oriented•Componentized•E-commerce•Real-time
New Millennium3rd party service providers
ExtranetInternet
Customers
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Enablers and Critical Success Factors
Enablers Technologies Exist to Enable CBA Commercial components available Standards & Best Practices Exist - Adopt them BRM is the starting point
Critical Success Factors Business Driven EA Approach Revised Solution Development Lifecycle focused on
COTS acquisition/integration Mechanism for Sharing and Managing Software
Assets Is Key
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OMB’s New SDLC Incorporates CBA in an Iterative Process
Artifacts and Activities
Performance Measures, Objectives, Outcomes (PRM) Business Objectives (BRM) Funding, Partnering Strategies
AcquisitionAcquisition
IntegrationIntegration
Identify Best Practices, technology Enablers, and Components
Existing Stake Holders, Business Processes, and Workflows
Existing Delivery and Access Channels (Portfolio) Must Have Functions, Features, and Info Exchanges Short and Long-Term Requirements Assessment of As-is state: Gap analysis
Define/Align Service Components Component Common Criteria, SLA Select COTS based on normalized EA
vendor submissions.
Define Component Relationships to BRM Wiring & Activity Diagrams, Component
Arch, Data Arch To-Be architecture ‘blueprints’
Prototype Solution Architecture
Verify ROI, business fit Validate Sequencing Plan
Iterative DevelopmentValue-Based Releases
Understanding theBusiness
Understanding theBusiness
Knowing What’s Possible
Knowing What’s Possible
Model the BusinessDefine the Gaps
Model the BusinessDefine the Gaps
Develop the“Blueprints”Develop the“Blueprints”
Obtain ComponentsObtain Components
Assemble theComponents
Assemble theComponents
ExecutionExecution Deploy Manage re-Baseline
Execute &Deploy
Execute &Deploy
DiscoveryDiscovery
RequirementsRequirements
StrategyStrategy
ArchitectureArchitecture
Initialization Ongoing Activities
Ongoing ActivitiesInitialization
OMB Process
Agency Processes
Ongoing ActivitiesInitializationOngoing ActivitiesInitialization
Ongoing ActivitiesInitialization
Phasing of Recommendations
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Recommendations for Transformation of EA
Reform COTS Process
Update Policy &Drive Cultural Change
Obtain Executive
Buy-In andSupport
Establish Management
Structure and Control
Define anArchitecture
Processand Approach
Develop Baseline Enterprise
ArchitectureDevelopTarget
Enterprise Architecture
Develop theSequencing Plan
Usethe
EnterpriseArchitecture
Maintain the Enterprise Architecture
Section 3.1
Section 3.2
Section 4
Section 5
Section 5
Section 5
Section 6
Section 7
Controland
Oversight
Controland
Oversight
Update EA & SDLC Processes
XML•Parse•Transform•Route•Manipulate
XML
DB
App
App
ServiceProvider
•SOAP•WSDL
•UDDI•ebXML
App
ServiceProvider
ServiceProvider
ServiceBroker
ServiceRequestor
ServiceRequestor
AdoptCommon Infrastructure
Depart. A
Agency
Depart. C
Agency
Agency
Agency
Establish Solution Center
Interoperability
Define Interop. Standards
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
Business-Driven Approach
Performance Reference Model (PRM)
• Government-wide Performance Measures & Outcomes• Line of Business-Specific Performance Measures & Outcomes
Define Ref.Model Linkages
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Update EA & SDLC Processes
Integrate CBA into Enterprise Architecture & Solutions Development Framework
Initiation Ongoing
OMB
Agency
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Define Reference Model Linkages
Agencies Need Assistance in Building Service & Data Architectures from BRM, SRM and DRM
Initiation Ongoing
OMB
Agency
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Adopt Common Information Infrastructure
Establish Technical Infrastructure (TRM), Acquire Appropriate Tools, Implement Component Repository
Initiation Ongoing
OMB
Agency
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Define Interoperability Standards
Establish Policies, Procedures, Technology Options for Interoperability & Information Sharing Across Agencies
Establish InteroperabilityStandards: Technology &Semantics (TRM)
Create InteroperabilityPlan Template
Monitor EmergingStandards
Update TRM
Establish RuntimePlatform (Based on TRM)
Adopt InteroperabilityStandards
Produce InteroperabilityPlan
Apply standards to newprojects
Incorporate standards intomajor infrastructureprograms
Initiation Ongoing
OMB
Agency
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Reform COTS Selection/Integration ProcessEstablish Common Process for Evaluating & Acquiring COTS/GOTS; Mechanism for Development of Common Components; Certification Process & Repository
Initiation Ongoing
OMB
Agency
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Update Policy & Drive Organizational Change
Organizational Change is Difficult: Treat Transformation as Change Management Project
Define Outcomes & Targets for Agencies
Create Project Template for Organizational/Cultural Change
Define Evolution Phases to CBA Maturity
Monitor Agency Progress
Create & Implement Change Management Program
Establish Training & Awareness Program
Establish Incentive/ Reward Program
Generate Frequent, Incremental Successes to Maintain Momentum
Reward/Promote Those Who Successfully Implement the Change
Initiation Ongoing
OMB
Agency
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Establish Solution Architecture and Component Integration Lab
MissionFoster Use of Common Services/Components Across Agencies
ProcessCOE
ComponentIntegration
Lab
CollaborationForum
CBASolutionCenter
ProcessCOE
ComponentIntegration
Lab
CollaborationForum
CBASolutionCenter
CBA Best Practices, Business Process Patterns, Linkages to Reference Models
Build consensus on Process & Data Factoring
COTS/GOTS Evaluation, Common Components, Certification of
Components
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ICH – Federal Engagements
DARPA*DEA** Education *EPA**HUD***OSD Health Affairs*** Intel Community *OSD DUSD ***DISA**BEP **INS ***TSA *
AF XI **Navy **NIMA *US Mint **FEMA **GSA ***Federal CIO Council *Treasury HQ *State Dept.**ITIPs **VA **
* Developing Proposal for Client** Proposal submitted, awaiting funds*** Proposal Accepted, In Contracts
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ICH – The OfferingsGovt Certified, on GSA Schedule
Enterprise Architecture Focus Component-Base Architecture Frameworks (aligns business with
technology) ICH Performance Metric Solutions Readiness Assessment EA Process Remediation
Capital Planning Focus A 11 – 300 Advisory and Assistance
Reference Model Management EA as the Integrator
EA Repository FEAMS Open Source DARPA DCAM
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ICH GSA Schedule
ArchitectureAssuranceServicesDeliverables
Annual Subscription
Mentoring Program
Validation Program
Immersion Program
Combine Offerings Duration
ICH Deliverables 60k 100k 150k 250k 500k
ICH Basic membership * * * * * 1 year
Architecture Audit * * * * 45 days/per
Project Plan * * * * 15 daysICH’s EA Process/Methodology Key Performance Indicator Descriptions * * * 15 daysThree day EA w orkshop, including training materials * * * 15 daysEA Leading-Practice Project Planning and Deliverable Templates * * * * 45 daysEA Process Assesment, Final Plan Certif ication, and Project Audit * * * 30 daysProject problem remediation and w orkshop support * * * 60 daysICH EA Framew ork Key Performance Indicator Descriptions * * * 30 daysThree day w orkshop on EA Framew ork Development * * * 15 daysICH’s leading-practices Architectural Templates * * * 45 days perICH accelerated w orkshop review s architecture audit report * * * 90 daysArchitecture quality problem remediation w ith SME support * * * 5 daysICH Bronze Branded EA Framework *
ICH Silver Branding *Organizational Readiness Assessment/Business Metric Identif ication * 45 days
Organizational Change Plan * * 45 daysImplementation Plan Assessment Report * * 90 daysRegulatory Compliance Audit (A11/130,GPRA, GISRA) * 45 days/per
ICH Gold Branding * 15 days