Interior Enterprise Architecture (IEA) Department of the Interior (DOI) Presented by: Diane A....

Interior Enterprise Architecture (IEA)Department of the Interior (DOI)

Presented by: Diane A. Woodson-Reeves,

Department Business Architect March, 2008

Business Architecture at DOI: Moving Forward!!

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Click to edit Master title style

www.doi.gov/ocio/architecture

The Intent of Enterprise Architecture:

• Enterprise Architecture is about planning and implementing business transformation

• As architects, we are service providers that help business organizations become more effective and efficient.

• Our services facilitate effective use of organizational resources to achieve mission objectives, ensuring that investments deliver products and services that meet customer expectations.

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Agenda

• The Business of the Interior Department

• Establishing a Line of Sight • Process Architecture • Enterprise Improvement

Agenda

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The Business of the Interior Department

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Services for Citizens

Litigation and Judicial Services

Income Security

Disaster Management

Natural Resources

Environmental Management

Community & Social Services

Education

Health

Law Enforcement

General Science & Innovation

Disaster Monitoring and Prediction

Disaster Preparedness and Planning

Disaster Repair and Restore

Emergency Response

Scientific & Technological Research and Innovation

Water Resource Management

Conservation, Marine and Land Management

Recreational Resource Management and Tourism

Illness Prevention

Public Health Monitoring

Consumer Health and Safety

Community and Regional Development

Social Services

Legal Defense

Legal Investigation

Resolution Facilitation

Criminal Apprehension

Citizen Protection

Property Protection

Crime Prevention

Housing Assistance

Food and Nutrition Assistance

Survivor Compensation

Environmental Monitoring and Forecasting

Environmental Remediation

Pollution Prevention and Control

Elementary, Secondary, and Vocational Education

Cultural and Historic Preservation

Cultural and Historic Exhibition

The Complexity of DOI Business

4 6

8

4

1

4

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Economic Development

Business/Industry DevelopmentFinancial Sector OversightIntellectual Property ProtectionIndustry Sector Income Stabilization

Energy

Energy Resource Mgmt.Energy SupplyEnergy Conservation/PreparednessEnergy Production

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DOI Business Areas - Based on Strategic Plan and ABC information.

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• There is a difference between the Business Reference Model and a Business Function Model

Business Architecture

BRM

A taxonomy of business functions with definitions.

Does not decompose beyond the sub-function.

Does not provide a complete understanding of any organization

Business Model A representation or depiction of the business.

Decomposes to the lowest level of the business operation.

Can provide a complete understanding of an organization’s operations when fully attributed

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Business Architecture Structure

Business Area

Lines of Business

Internal DOI Functions

Business Area

Process

DOI Functions DOI Functions

Process

Process

ProcessStart EndProcesses

Activities

Tasks

Service

FEA BRM HierarchyDepartment of the Interior

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Terminology

Functions

Processes

Activities

Tasks

Related business activities performed to produce an end product or provide a service.

Have a specific beginning and an end point marked by the delivery of a product or output.

A group of business tasks usually executed in a sequential fashion to achieve intermediate results.

The smallest unit of work performed by an organization.

Limited in duration and scope.

A logical set of business processes performed on a continual basis.

Have no specific beginning or end point.

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Establishing a “Line of Sight”

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Measure the efficiency of inputs and outputs, processes, and project deliverables.

Establishing the “Line of Sight”

Strategic Goal

Outcome Goal

Intermediate Outcome

Output

Process

Efficiency Measures

Effectiveness Measures

Measure the effectiveness of program strategy, products, and services.

Program

Project

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1. Performance Improvements can only be attained by understanding and adjusting the business process.

2. Programs are better positioned to meet performance goals when there are plans that address enterprise-wide process improvements.

Establishing the “Line of Sight”

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Structured Planning: Strategic to Tactical

Vision

Mission Goals

Mission

End Outcome Goals

Intermediate Outcome Goals

Plan Implementation

Plan Development

DOI Program

Project Inputs

Project Outputs

Project Outputs

Project Outputs

Project Inputs

Project Inputs

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Establishing “Line of Sight”

Establish a “line of sight”

from the investment

to the processes and activities

it supports

and ultimately,

to its outputs and outcomes.

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Process Architecture

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Provides an organizing framework to synchronize business elements that are critical to mission performance and managing change.

Provides an organizing framework to synchronize business elements that are critical to mission performance and managing change.


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• Provides a link to other aspects of the business

• Delivers a clear product to the stakeholder or another process

• Usually triggered by an event that begins a course of action and signals the satisfaction of a required response upon delivery of a product or service

• Provides a link to other aspects of the business

• Delivers a clear product to the stakeholder or another process

• Usually triggered by an event that begins a course of action and signals the satisfaction of a required response upon delivery of a product or service


Business Process - Why do we need it?

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• Managing: Deliver guidance to the core business processes

• Core: Mission-related processes that directly support the stakeholder or consumer

• Enabling: Deliver support services and reusable assets to core processes.

• Managing: Deliver guidance to the core business processes

• Core: Mission-related processes that directly support the stakeholder or consumer

• Enabling: Deliver support services and reusable assets to core processes.


Business Process - Types

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DOI Process Architecture Roadmap

1. Measure and monitor process performance on an ongoing basis.

2. Align investments with processes, projects, programs and strategic direction.

3. Facilitate process efficiency and streamlining of business operations.

Management Objectives

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DOI Enterprise Improvement:

An Enterprise-wide Focus on Improving Performance

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Enterprise Improvement is a collaborative approach to achieving enhanced value and performance for the Interior Department business operations, utilizing the synergy and collective knowledge of program managers and process owners DOI-wide.

What is Enterprise Improvement??

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The Enterprise Improvement strategy: • Provides a DOI business community platform for

learning and collaborative innovation to affect operational change.

• Includes a focus on business performance, but delivers greater value through the synergistic effects of collaboration and key financial data

• Works with program managers and process owners that have an intimate knowledge of business challenges

What value can we expect from Enterprise Improvement??

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Enterprise Improvement has a business management perspective.

Strategy

ProcessPeople

Allows the organization to

achieve business performance

objectives by focusing on excellence in carrying out the

process.

Three major components of delivering Enterprise Improvement

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Why is Enterprise Improvement important?

• Complexity of the DOI Mission

• Critical nature of things for which we are responsible

• Ability to achieve strategic goals/objectives

• OMB mandates for Investment performance and “Line of Sight”

• Management of DOI resources

• Complexity of the DOI Mission

• Critical nature of things for which we are responsible

• Ability to achieve strategic goals/objectives

• OMB mandates for Investment performance and “Line of Sight”

• Management of DOI resources


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Context for Enterprise Improvement

Management Direction

Enterprise Business Strategy

Enterprise Process

Improvement

Enterprise Investment

Portfolio

Enterprise Modernization

Initiative

informsSupported by

Shared capabilities and assets

Incremental business

transformation

Is carried out in


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Key components:

Process Center of Excellence


Process Evaluations and Consultation

Process Evaluations and Consultation

Enterprise Improvement Map

Enterprise Improvement Map

Performance Management, Program Management, Collaboration, Standards, Support Tools and Training

Process Consulting, Process Evaluations, Process Improvement, Process Measurement

Segment Business Strategy, Segment Portfolio Management,

Enhancing the efficiency of business processes.

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Requires coordination and structure• Implement an Enterprise Improvement Roadmap

• Optimize the flow of work rather than emphasizing functional performance

• Establish an enterprise process design capability

• Facilitate a collaborative enterprise improvement focus

• Implement an Enterprise Improvement Roadmap

• Optimize the flow of work rather than emphasizing functional performance

• Establish an enterprise process design capability

• Facilitate a collaborative enterprise improvement focus

• Educate/lead business transformation

• Establish process infrastructure

• Enterprise portfolio management

• Enterprise project management


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Who receives Benefits?

• Program Managers

• Finance Managers

• Senior Managers

• Employees

• Technology Managers

• Program Managers

• Finance Managers

• Senior Managers

• Employees

• Technology Managers

Everyone!!!!


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Process is at the center!

Met

ric

Component

Indi

cato

r

Workflow

Pattern

Data

Entity

Function

Information

Flow

Con

text

Pro

toco

l

Application

Business Process

System

Perf

orm

ance

Secu

rity

Technology

Data

Service

Organization

Business Reference Model

Technology Reference M

odel

Secu

rity

Prof

ile

Perfo

rman

ce R

efer

ence

Mod

el

Data R

eference Model

Service Component Reference Model

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Stages of Process Maturity

Innovative

Predictive

Standardized

Managed

Initial

Innovative

Predictive

Standardized

Managed

Initial

Proactive closure of gaps versus strategic objectives

Capability quantified, results predictable

Common processes and measures

Local stability from repeatable procedures

Overloaded roles

Enhancing the efficiency of business processes.

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Managing Quality and Consistency

• Standard Procedures

• Standard Terminology

• Standard Data Requirements

• Standard Documentation

• Standard Modeling Notations

• Standard Procedures

• Standard Terminology

• Standard Data Requirements

• Standard Documentation

• Standard Modeling Notations

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• Standards ensure interoperability and exchange• Standards ensure that we are comparing “oranges with oranges”• Standards add integrity and stability to a repeatable process

Why Standards??

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Questions?

Thank you.

Interior Enterprise Architecture (IEA) Department of the Interior (DOI) Presented by: Diane A....

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