Enterprise Architectural Planning in the U.S. Department...

Enterprise Architectural Planning in the U.S.

Department of Defense<REMOVED>

MITRE Supply Chain SymposiumMarch 20, 20XX

Enterprise Architecture Planning

Enterprise Architecture Planning is the process of defining architectures for the use of information in support of the business and the plan for implementing those architectures.

Spewak, Steven H. Enterprise Architecture Planning. New York: JohnWiley & Sons, 20XX.

Architectures• Architectures, in this context, are like

blueprints, drawings, or models.• In architectural planning, the

architectures define processes, data, applications, technology, or other viewsneeded to support the business.

• The focus is on defining and documenting.

Background for Presentation

CIMOSA PERA

GERAM

GERAM = Generic Enterprise Reference Architecture Methodology

ARIS

?

C4ISR

TAFIM = Technical Architecture Framework for Information Management

FLE

History of Architectural Planning

Computer IntegratedManufacturing OpenSystem Architecture

Purdue EnterpriseReference Architecture

SAP R/3

ARIS Maps to C4ISR

FMEA

TAFIM

ERP Implementation Methodologies:Rapid Versus Architecture-Based

To-B

e Al

ignm

ent

Satis

fact

ion

Speed of Implementation

Architecture-Based

Rapid

Architecture-Based

Rapid

Solution Documentation

Cus

tom

er S

atis

fact

ion

The BCG Study• In 2000, the Boston Consulting Group released an important

study about enterprise implementation projects.• The BCG surveyed 100 managers who were responsible for

enterprise initiatives.– Only 33 percent of the enterprise application initiatives studied

could be considered "positive or successful when analyzed in terms of value creation, cost-effectiveness, tangible financial impact and goal attainment.

– Those users who spent more upfront time and effort analyzing their systems, business and process needs fared much better than those who didn't.

– Organizations that followed these procedures achieved positive outcomes 56 percent of the time vs. only 8 percent for those who failed to conduct such an analysis.

Why Document?

• Manage with the best available information!–Not by expert opinion,–Not by politics, and–Not by PowerPoint Engineering.

Our DoD Strategy• Develop a 75% architecture in a

reasonable period of time.• Complete architectural detail to

address specific questions over a longer period of time.

Our Team

• Enterprise Architecture “Hot Group.”• A Hot Group is a collection of individuals

who perform with enhance productivity for some period of time.

• The primary reference is:– Lipman-Blumen, Jean and Harold J.

Leavitt, Hot Groups, Oxford University Press, 1999.

Characteristics of a Hot Group

• Total preoccupation with task:– Members always feel that what they are doing is immensely

significant, and– The more impossible and challenging the task, the stronger the

commitment to success.• A sense of ennoblement:

– Members have a sense of higher purpose, as if they are embarking on an ennobling mission, and

– Almost always envision themselves on a journey that is supremely worthwhile.

• Basic Rule: All members share similar “standards of thought,” beliefs, whether implicit or explicit, about what constitutes right headedness and what constitutes wrong headedness.

Current Hot Group – Army Logistics Architecture

• Thomas Gulledge (EII): Senior Lead and relationship with other Enterprise initiatives (FLE, FMEA, etc).

• Greg Huntington (EII): Overall Enterprise Architecture /Customer Deliverables / Project Management.

• Georg Simon (IDS): Business Value Chains and Process Architecture• Wael Hafez (IDS): Special Environment Characteristics (eg.

Deployability, Mobile Engine)• Kris Pena (SAP): SAP functionality & standards to process

architecture (current technology).• David Lincourt (SAP): SAP functionality & standards to process

architecture (future technology).• Moses Irubor (SAP): Technical and Systems Architecture.• Bill Bain (Gartner): Governance / Cost and Benefit Data.• Dave Walters (Gartner)• U.S. Army: Pam Thompson, Forrest Malcomb, Maurice McKinney

Examples

Example 1: Navy Hot Group

• Realigned four Navy SAP pilot projects into an architecture that aligns the SAP software with the Navy enterprise.

• Used legacy documentation from four independent SAP consulting companies to create a single architectural repository for Navy ERP.

NavalAviation

MergedNavy

Maritime /C4ISR

NationalSupply

SuppliersAPS

NavyDetached

Operations

One Solution

Navy InformationWarehouse

Navy ERP Architecture: 90 Days!

Example 2: DUSD (L&MR) LSM Hot Group

• Aligned SCOR model representation of logistics with the Future Logistics Enterprise.

• Included “Big L,” to include supply, maintenance, deployment, movement, sustainment, performance measure mapping, and balanced scorecard links.

• All operational views managed from a single architecture repository.

EXECUTE LOGISTICS

ELIMINATE/DEMOTE

ENABLE LOGISTICS

PLAN LOGISTICS

Plan Materiel Provisioning

AnalyzeData FromCBM+MonitorIntransitVisibility

MonitorAssetLocationMonitorMaintenanceHistory

MonitorCost

IntegrateAsset

CollectHistorical MaintenanceData

Validate andVerifyModification KitInstallModificationKit

Source Make Deliver

ContractAward ContractAdministration

Program Structuring,Planning & Scheduling

Project Execution Program Structuring,Planning & Scheduling

Plan Acquistion Strategy

Conduct Test &Evaluation

Packaging Delivery

Plan Fielding and Allocation

Scrap (TLCSM)Sales (TLCSM)Gains & Losses (TLCSM)Surplus (TLCSM)

Asset Visibility

Plan MaterielProvisioning

PublicationsBills of Materials

Plan TLCSM

This is outside of Logistics and is in the role of Acquisition

Acquisition Sustainment

InformationReturn

OPS

OSD Future Logistics Enterprise Architecture – 120 Days!

Example 3: Single Army Logistics Enterprise Architecture

• Developed operational and systems views for all of Army logistics,

• Included two SAP projects; one underway and one in initial stages,

• Complex organizational interactions with many Army organizations involved.

Program & ProjectManagement

Research &Development

Acquisition

Disposal

Procurement

MaterialRequirements

PlanningSystems

EngineeringInventory

Management

LogisticsManagement

Hazardous & SpecialMaterial Management

Test &Evaluation

Modernization &Change Planning

Production &Deployment

Supply ChainManagement

& ProcurementProject/Program

Management

Conf igurationManagement

Fielding Project/ProgramManagement

MaintenancePlanning

Work Planning &Preparation

MaintenanceControl

Inspection &Quality

Assurance

MaintenanceExecution

MaintenanceCompletion


MaintenancePlanning

& Preparation

MaintenanceControl

Inspection &Quality

Assurance


Direct Supportto Operations



SupplyManagement

DisposalMaintenanceRepair

& Overhaul

LineMaintenance

Transportation &Distribution

Personnel &Organization

FinancialManagement

MaterialRequirements

PlanningInventory

ManagementHazardous & SpecialMaterial Management

Supply ChainManagement

& Procurement

MaintenancePlanning

& Preparation

MaintenanceControl

Inspection &Quality

Assurance





FieldSupply

ManagementField Line

Maintenance

ProductLife-Cycle

Management Life-CycleData Management

AssetLife-Cycle

Management

Environment,Health and

SafetyQuality

ManagementLife-Cycle

Collaboration andAnalytics

InfrastructureManagement

TransportationPlanning

Packaging and Preservation

Movement

Receipt

Core Logistics Activities

Real EstateManagement Environmental Construction IT Inf rastructure

Resourcing FundsManagement

Cash Management &Treasury

FinancialAccounting

ManagerialAccounting

Workforce Planning& Personnel

AdministrationPayroll

AccountingPersonalSupportServices

TravelManagement

OrganizationManagement

Indiv idual & CollectiveDevelopment & Training

TimeManagement

Identif icationof Tasks

RoughPlanning

DetailedPlanning Deployment Mission Solv ing &

Sustainment Closing

Development ofStrategic Plan

Development ofForce Plans

Development ofForce Requirements

Def inition ofForce Goals

Performance Managementand Control

Redeployment

Force Planning

SustainDeployedOperations

National Army

Field Army

Single Army Logistics Enterprise Architecture – 90 Days!

Case StudyNavy ERP Architecture:

Planning for an Integrated Navy

Navy ERP Objectives• Realign the Navy ERP Pilots into a single

Navy solution.– Create a single Navy plan for ERP.– Create a single Navy architecture for ERP.

• Create a risk-minimizing transition path from the current state to the future state.

Approach• Document the Navy solution using C4ISR

Architecture Framework principles.• Present the documentation in two ways:

– Simple functionality tables (i.e., Solution Maps) that may be easily understood by external constituents.

• These are aggregated OV5s.– Detailed business process models that are precisely

linked to the software solution so that all functionality is linked directly to the configuration builds.

• These are detailed OV6s.

Solution Domains

MSCOracle

SMART

NEMAISCabrillo

Sigma

SAP

Navy ERP

Navy

DoD

Oracle DomainAIM

SAP DomainASAP

Navy ERP DomainStrategy, Architectures,

and Standards

DoD Domain5000, FMEA,

FLE, etc.

Different Methodologies and Requirements Apply to Different Domains!

Navy DomainNavy Architectures

and Standards

We FocusedOnly on

Navy SAP

Navy Converged Solution(Integrated Value Chain is the Targeted End State)

Integrated Single End-to-End Navy Solution Adding Value to the Fleet!

MAINTENANCE

DISPOSITIONACQUISITION OPERATEOPERATIONS

IN-SERVICE SUPPORT

Asset Tracking, Configuration Management, and PDM

Financial & HR Management

Facilities & Infrastructure Management

SUPPLYSUPPLIERSUPPLIER

SUPPLIERSUPPLIER

NAVY ERP OV-1(Functionality View Of Value Chain)

Suppliers(DLA, GSA,

DCMA,Commercial,

Inter-Service)

Personnel (Civ & Mil)

Financial(DFAS,

Citi-Bank,Treasury)

Oversight & Management of Forces & Infrastructure

Joint ForcesC

ombatant

Com

mandersERP

Acquisition / Program Mgt

Financial Management

Infrastructure / Facilities Management

Human Resources Management

FLEETSYSCOMs

Dep

loye

d Fo

rces

Supply / Material Management

FleetMaintenance

Navy DepotMRO

In-ServiceSupport

Navy ERP

Value Chain Integration Delivers ROI

A Compelling Business Case for the Fleet!

Financial andManagerialAccounting(Financial Accounting IntegratedWith Managerial Accounting)

Material Management(Status of All Materials,

Through Purchase of Stock)

Product LifecycleManagement

(Asset Tracking & ConfigurationManagement, including Product

Data Management)Maintenance(Maintenance Condition

& History)

IntegratedBack-Office

Integration Means that All RelevantData is Instantaneously AvailableWithout Passing Through Interfaces

Where are the end items and what is their configuration?

What is the status of allpurchased materials?

What is the maintenance history and condition of all end items and reparables?

How do I manage lifecycle cost for all items,and what are the financial implications?

The Transition to the Integrated Navy

The Pilot Situation

NAVSEA

NAVAIR

NAVSUP

AviationNAVAIR NAVSUP

(Including Retail Supply)

Maritime

NAVSEANAVSUP


Software is “Artificially Divided” to Align with Existing Organizational Boundaries

NAVSEA

NAVAIR

NAVSUP

AviationNAVAIRNAVSUP


MaritimeNAVSEA NAVSUP(Including Retail Supply)

Current State

SEM&

BW

DON

DOD

C4ISR/Maritime Aviation Sealift

Transitional State(Realignment & Consolidation

of Current Projects)

End State: Navy ERP Solution

Transition to Converged Solution

Realign Boundaries,Schedules, andBusiness CasesWhile MinimizingRoll-out Disruption

Standardize BusinessProcesses and CompleteBlueprint

A Transition is Required – The “Big Bang” Approach is too Risky!

Suppliers

Personnel (Civ & Mil)

Financial(DFAS,

Citi-Bank,Treasury)

Oversight & Management of Forces & Infrastructure

Joint ForcesC

ombatant

Com

manders

ERPAcquisition / Program Mgt

Financial ManagementInfrastructure/Facilities

Human Resources

FLEETSYSCOMs

Depl

oyed

For

ces

Navy ERP

National Supply

National Supply

SEM&

BW

DON

DOD

Navy has four solutions thatare re-aligned with four valuechains

Headquarters visibility &Control using standardcommercial products

Transition State

C4ISR/Maritime Aviation Sealift

• Align the projects as divisions within the corporate entity• Align organizational model to accommodate total integration at convergence date

After re-alignment, theprojects have therequired structurefor migrating to the single Navy solution

Align With Value Chains – Not Stovepipes

The Transition State• The transition state minimizes risk by

– Allowing current value chain successes to continue,– Providing time to realign boundaries to agree with the

software,– Providing time to standardize appropriate business processes,– Providing time to create a consolidated business case,– Providing time to complete to-be architecture for ashore and

afloat solutions,– Providing time to create Navy-level program guidance,– Providing time to create a single plan for Navy ERP.

Aligning the Transition State

RDT&E

Acquisition

Financials

HR

RetailSupply

WholesaleSupply

I-LevelMaintenance

O-LevelMaintenance

D-LevelMaintenance

Asset Tracking &Configuration Management

A single SAP end-to-end solution can enable the value chain without interfacing across R/3 business processesROI is realized when SAP is implemented as an end-to-end solution

What is in the SAP solution, and what is outside the SAP solution?If in the SAP solution, what is the scheduled go-live date for each major business process area?

Aviation or Maritime Value Chains

Architecture Structure: Documenting the Planning Details

DefenseEnterpriseOverview

Force Planning &CommandManagement

OperationAnalysis &Sustainment

Acquisition


Financial &CostAccounting

Defense Business Process Overview

Definition ofGoals

Long TermForce Plan

Short TermForce Plan

BusinessPlanning

Performance Monitoring& Process Control

Business Support& Tools

Project Planning

Identificationof Tasks

RoughPlanning

DetailedPlanning Deployment Mission Solving &

Sustainment Redeployment Closing

Research &Development Procurement Systems

EngineeringAcquisitionLogistics

Test &Evaluation

Modernization &Change Planning Fielding

In-Service Management

Longer TermOperational

Maintenance Planning

SupportabilityAnalysis

ConfigurationManagement

DataManagement

Configuration Management

EngineeringMonitoring &

Authority

Maintenance Planning& Preparation


MaintenanceControl

Inspection& QA




Project/Program Management & Configuration Management

MaintenancePlanning


MaintenanceControl

Inspection &Quality Assurance



Real EstateManagement Environmental Construction IT Infrastructure

Materiel RequirementsPlanning

InventoryManagement

Hazardous & SpecialMateriel Management

Transportation &Distribution Disposal


MaterialManagement

MaintenanceRepair& Overhaul



Administration

PayrollAccounting

TimeManagement

PersonnelDevelopment

& Training

PersonalSupportServices

TravelManagement

Budgeting &Budget Execution Investments Analysis Cash Management &

TreasuryFinancial &

Cost Accounting

In-ServiceSupport

LineMaintenance




Acquisition



Maritime Business Process Overview

Definition ofGoals

Long TermForce Plan


BusinessPlanning



Project Planning


RoughPlanning





Test &Evaluation




Maintenance Planning

SupportabilityAnalysis

ConfigurationManagement

DataManagement



Authority



MaintenanceControl

Inspection& QA





MaintenancePlanning


MaintenanceControl






InventoryManagement




MaterialManagement




Administration

PayrollAccounting

TimeManagement

PersonnelDevelopment

& Training


TravelManagement


TreasuryFinancial &

Cost Accounting

In-ServiceSupport

LineMaintenance


MaritimeOV5Structure



Acquisition



Aviation Business Process Overview

Definition ofGoals

Long TermForce Plan


BusinessPlanning



Project Planning


RoughPlanning





Test &Evaluation




Maintenance PlanningSupportability

AnalysisConfigurationManagement

DataManagement



Authority



MaintenanceControl

Inspection& QA





MaintenancePlanning


MaintenanceControl






InventoryManagement




MaterialManagement





AccountingTime

ManagementPersonnel

Development& Training


TravelManagement


TreasuryFinancial &

Cost Accounting

In-ServiceSupport

LineMaintenance

Project/Program Management & Configuration ManagementAviationOV5Structure

Example of a Business Process Architecture(Decomposing an OV5 to an OV6)

Enterprise Area

Scenarios

ProcessGroups

Processes

Every “cell” ofFunctionality in theSolution Map is Associatedwith a Business Process

At Lower Levels, the BusinessProcesses are More Detailed

At the Lowest Level,the SAP TransactionCodes are Documented

MaritimeProduct

Life CycleManagement

CombatantCommanders

JointForcesNational

Supply &AdvancedPlanning

External Stakeholders

AviationProduct

Life CycleManagement

NavyConsolidation

DetachedOperations

SuppliersDLA,GSA, DCMA,

Commercial,Inter-Service

PersonnelCivilian &Military

FinancialDFAS, Citi-bank,

Treasury

DetachedOperationsDetached

Operations

Maritime &Aviation

FunctionalityMatrices

(OV5 Summary)

ProductRequirements

Defined

ProductResourcesIdentified

ResourcesComitted to Meet

Requirements

SourcingPlans

Available

PlanningDecision Policies

Available

EstabilshSourcing

Plans

P2.4

PlanningData

Available

PlanningData

Available

Balance ProductResources with

ProductRequirements

P2.3

Identify, Assessand Aggregate

ProductResources

P2.2

Identify, Prioritizeand Aggregate

ProductRequirements

P2.1

EnablePlan

(Consumer)

EP

EnablePlan

(Consumer)

EP

SourceStockedProduct

(Consumer)

S1

EnablePlan

(Consumer)

EP

EnablePlan

(Consumer)

EP

EnablePlan

(Consumer)

EP

ProductInformationAvailable

Make/BuyDecisions

Made

DeliverStockedProducts(Depot)

D1

Business Processes(OV6)



Acquisition



Maritime Overview

Definition ofGoals

Long TermForce Plan


BusinessPlanning



Project Planning


RoughPlanning





Test &Evaluation






DataManagement



Authority



MaintenanceControl

Inspection& QA





MaintenancePlanning


MaintenanceControl






InventoryManagement




MaterialManagement





AccountingTime

ManagementPersonnel



TravelManagement


TreasuryFinancial &

Cost Accounting

In-ServiceSupport

LineMaintenance




Acquisition



Aviation Overview

Definition ofGoals

Long TermForce Plan


BusinessPlanning



Project Planning


RoughPlanning





Test &Evaluation






DataManagement



Authority



MaintenanceControl

Inspection& QA





MaintenancePlanning


MaintenanceControl






InventoryManagement




MaterialManagement





AccountingTime

ManagementPersonnel



TravelManagement


TreasuryFinancial &

Cost Accounting

In-ServiceSupport

LineMaintenance


Create/ModifyPurchase

Requisition

Material

Maintenanceorder

Purchaserequisition

Purch.organization

Plant

Purchasinggroup

CreatePurchase

RequisitionME51 (Create Purchase Requisition)

ChangePurchase

RequisitionME52 (Change Purchase Requisition)

DisplayPurchase

RequisitionME53 (Display Purchase Requisition)

EnterpriseOverview(OV1)

Business Process Level (OV6)

ProductRequirements

Defined

ProductResourcesIdentified

ResourcesComitted to Meet

Requirements

SourcingPlans

Available

PlanningDecision Policies

Available

EstabilshSourcing

Plans

P2.4

PlanningData

Available

PlanningData

Available

Balance ProductResources with

ProductRequirements

P2.3

Identify, Assessand Aggregate

ProductResources

P2.2

Identify, Prioritizeand Aggregate

ProductRequirements

P2.1

EnablePlan

(Consumer)

EP

EnablePlan

(Consumer)

EP

SourceStockedProduct

(Consumer)

S1

EnablePlan

(Consumer)

EP

EnablePlan

(Consumer)

EP

EnablePlan

(Consumer)

EP

ProductInformationAvailable

Make/BuyDecisions

Made

DeliverStockedProducts(Depot)

D1

Functions: Business Process Activities (i.e., OV-

5 Activities)

Process Interfaces to link/interconnect

processes (inter- or intra-organizational)

Events: Business events that describe the

result/outcome of a previous activity

Business Process Logic:Business Rules

SAP-Specific Activity-Level Details

Create/ModifyPurchase

Requisition

Material

Maintenanceorder

Purchaserequisition

Purch.organization

Plant

Purchasinggroup

CreatePurchase

RequisitionME51 (Create Purchase Requisition)

ChangePurchase

RequisitionME52 (Change Purchase Requisition)

DisplayPurchase

RequisitionME53 (Display Purchase Requisition)

Master Data

SAP Transaction Codes

SAPOrganization

Model

Case Study Summary

• The Navy is developing one plan for ERP.• The Navy architecture is one

representation of the implementation plan.– It defines scope and requirements.– It is the build plan.

Aligning with OtherArchitectures

Architecture Alignment

DLA USA

LogisticsFLE

HR Ops …

FMEA

USNTRANSCOMUSMCUSAF

LOGPAT

BudgetPAT CAR

PAT

PPADPAT

OPSPAT

FM&RPAT

AcctgPAT

HRMPAT FMEA

OSDDomains

Components

Source: OSD LSM

Domains

LogisticsComponents

Alignment

GoodsMovements

DecentralizedWarehouse

Management

PhysicalInventory& CycleCounting

BreakdownMaintenanceProcessing

PlannedMaintenanceProcessing

Project-BasedMaintenanceProcessing

RefurbishmentProcessing

in PlantMaintenance

EXECUTE LOGISTICS

ELIMINATE/DEMOTE

ENABLE LOGISTICS

PLAN LOGISTICS

Plan Materiel Provisioning

Logistics ChainOV2.1

AnalyzeData FromCBM+MonitorIntransitVisibility

MonitorAssetLocationMonitorMaintenanceHistoryMonitorCost

IntegrateAsset

CollectHistorical MaintenanceData

Validate andVerifyModification KitInstallModificationKit

Source Make Deliver Sustain

ContractAwardContractAdministration

Program Structuring,Planning & Scheduling

Project Execution Program Structuring,Planning & Scheduling

Plan Acquistion Strategy

Conduct Test &Evaluation

PackagingDelivery

Plan Fielding and Allocation

Scrap (TLCSM)Sales (TLCSM)Gains & Losses (TLCSM)Surplus (TLCSM)

Asset Visibility

Plan MaterielProvisioning

PublicationsBills of Materials

Plan TLCSMThis is outside of Logistics and is in the role of Acquisition

FMEAActivity

Overview

Process Collection/Account Receivableand Manage Cash

PerformOrganizationalManagement

ManageBenefits

ManagePayroll andTravel Pay

Identify FinancialCompliance Report

Requirements

IdentifyManagement

Report Requirements

PrepareInformation

Product

DisseminateInformation

Product

Analyze Customer/Vendor Information/

Credit

Perform Billing/Establish

Receivables

ManageReceivable/

Debt

ManageCash

LiquidateReceivable/

Debt

EstablishStrategic

Requirements

Establish FutureYear Defense Plan/

Program and Budget

Allocate andControl Funding

ExecuteCurrent Year

Business Plan

Improve StrategicPlanning and

Budgeting Processes

PerformProcurement

and Acquisition

ManagePayables

ManagePurchase Card

Program

DisburseFunds

Design/Maintain CodeStructure/Chart of Accounts/

Accounting Methodology

Map/Post/AccumulateInformation

ConductClosing and

Review

Perform AccountingAnalysis and Review

Perform Financialand Management

Reporting

PerformHuman Resource

Management

Perform General/Cost Accounting

Manage Procurement/Payable/Acquisition/

Disbursing

PerformStrategic Planning

and Budgeting

PerformLogistics

ExecuteLogistics

PlanLogistics

EnableLogistics

ManageOperations

FMEA

FLE

PurchaseRequisition

Requirementfor materialhas arisen

Requisitionreleased

for schedulingagreement

schedule/SA release

Purchaserequisitionreleased

for purchaseorder

Warehouse/Stores

Inbounddeliveryentered

Goodsreceived

Purchasing

Goodsreceiptposted

Purchaseorder

created

Invoicereceived

Materialis released

TO itemconfirmed

withoutdifferences

Transferorderitem

is confirmed

InvoiceVerification

Paymentmust

be effected

GoodsReceipt

Releaseof Purchase

Orders

PurchaseOrder

PurchaseOrder

Purch.organization

Buyer(All

PurchasingActivities)

RetailStock

Planner

StoreManager

SalesDepartment

Managerin a

Store

ReleasePurchase

Order

Navy ERP

DoD EnterpriseView

DoD DomainView

Navy ERPView

Enterprise Architectural Planning in the U.S. Department...

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