National Overall Reference Architecture (NORA) e-Government ...

National OverallReference Architecture(NORA)

e-GovernmentProgram (Yesser)

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National Overall Reference Architecture (NORA) – Handbook

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Table of Contents1. Introduction 19

1.1. Document purpose 19

1.2. NationalEnterpriseArchitectureFramework 19

1.3. ValuesofNORA 19

1.4. GoalsofNORA 20

1.5. FeaturesofNORA 21

1.6. Targetaudience 21

1.7. Document structure 22

1.8. Relatedinformation 22

1.9. Contactinformation 22

2. ExecutiveSummary 24

2.1. NeedforEnterpriseArchitecture 24

2.2. BackgroundofNEAFramework 26

2.3. ObjectivesofNORA 28

2.4. DefiningapurposeforagencyEA 28

2.5. NORAmethodology 30

2.6. NORArelationshiptoNEAFramework 34

3. Stage1-DevelopEAProjectStrategy 36

3.1. Stagesummary 36

3.2. Stage purpose 36

3.3. Stageinitiation 36

3.4. Keystepsinstage1 36

3.4.1Step1.1AnalyzeEAtrendsandcasestudies 38

3.4.2Step1.2ProvideEAawareness 39

3.4.3.Step1.3Assessgovernmentagency’se-transformationmaturity 40

3.4.4.Step1.4Documentgovernmentagency’sEAprojectstrategy 44

3.4.5.Step1.5PresentandobtainapprovalforEAprojectstrategy 46

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4. Stage2-DevelopEAProjectPlan 48




4.4.Keystepsinstage2 48

4.4.1Step2.1SetupEAcommitteesandworkingteams 49

4.4.2.Step2.2FinalizeEAdevelopmentapproach 54

4.4.3.Step2.3DocumentdetailedEAprojectplan 63

4.4.4.Step2.4PresentandobtainapprovalfortheEAprojectplan 66

5.ContinuousGovernance 68

5.1. Purposeofgovernance 68

5.2. Outcomesofgovernance 68

5.3. Governanceinitiation 68

5.4. KeyareasinEAgovernance 69

5.4.1. Program management 71

5.4.2.Changemanagement 71

5.4.3.Capabilitymanagement 79

5.4.4.Policymanagement 82

5.4.5.Performancemanagement 85

6. Stage3–AnalyzeCurrentState 88





6.4.1.Step3.1GatheranddocumentEArequirements 90

6.4.2.Step3.2Analyzeinternalenvironment 93

6.4.3.Step3.3Analyzeexternalenvironment 100

6.4.4.Step3.4Presentcurrentstateanalysis 102

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7. Stage4–DevelopEAFramework 104


7.2. Stagepurpose 104



7.4.1.Step4.1DefineEA’svisionandmissionstatements,&architectureobjectives106

7.4.2.Step4.2DefineEA’sarchitectureprinciples 109

7.4.3.Step4.3PresentandobtainapprovalforEAvision,missionand

architectureobjectives 111

7.4.4.Step4.4DefineEAFrameworkstructure 111

7.4.5.Step4.5DesignEAarchitectureelements 113

7.4.6.Step4.6DesignEAmodel 114

7.4.7.Step4.7DevelopEAdocumentationstandard 119

7.4.8.Step4.8DevelopEAartifactsmanagementprocesses 121

7.4.9.Step4.9PresentandobtainapprovalforEAframework 121

8. AboutReferenceModels&Architectures 123

8.1. Needforclarity 123

8.2. Definitions 123

8.3. Processtobuildreferencemodelsandarchitectures 125

8.4. Buildingblocksofreferencemodelsandarchitectures 127

8.5. Summaryofdeliverablesforreferencemodelsandarchitectures 129

9. Stage5–BuildReferenceModels 133




9.4. AboutNEAreferencemodels 134


9.5.1.Step5.1Buildperformancereferencemodel 137

9.5.2.Step5.2Buildbusinessreferencemodel 143

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9.5.3.Step5.3Buildapplicationreferencemodel 149

9.5.4.Step5.4Builddatareferencemodel 157

9.5.5.Step5.5Buildtechnologyreferencemodel 164

10.Stage6–BuildCurrentArchitecture 173

10.1.Stagesummary 173

10.2.Stagepurpose 173

10.3.Stageinitiation 174


10.4.1.Step6.1CapturecurrentbusinessandITdata 176

10.4.2.Step6.2Analyzeandbuildcurrentbusinessarchitecture 179

10.4.3.Step6.3Analyzeandbuildcurrentapplicationarchitecture 195

10.4.4.Step6.4Analyzeandbuildcurrentdataarchitecture 208

10.4.5.Step6.5Analyzeandbuildcurrenttechnologyarchitecture 220

10.4.6.Step6.6Currentarchitectureanalysis 237

11.Stage7–BuildTargetArchitecture 246





11.4.1.Step7.1Definedirectionsfordevelopingtargetarchitecture 248

11.4.2.Step7.2Buildtargetbusinessarchitecture 252

11.4.3.Step7.3Buildtargetapplicationarchitecture 256

11.4.4.Step7.4Buildtargetdataarchitecture 260

11.4.5.Step7.5Buildtargettechnologyarchitecture 264

12Stage8–DevelopTransitionPlan 269




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12.4.1.Step8.1Definetransitionprojects 270

12.4.2.Step8.2Prioritizetransitionprojects 271

12.4.3.Step8.3Createtransitionroadmap 274

12.4.4.Step8.4Analyzeanddocumentrequiredresourcesandoutcomes 277

12.4.5.Step8.5Obtaingovernanceapproval 279

13.Stage9–DevelopManagementPlan 281





13.4.1.Step9.1DevelopEAusageplan 282

13.4.2.Step9.2DevelopEAmanagementplan 288

14.Stage10–ExecuteandMaintain 300

14.1.StageSummary 300

14.2.StagePurpose 300

14.3.StageInitiation 300

14.4.KeyStepsinStage10 301

14.4.1.Step10.1ImplementtheEAusage&managementplan 301

14.4.2.Step10.2ImplementtheEAtransitionroadmap 305

AnnexA:NORASummaryofDeliverablesbyStages 307

AnnexB:NEASystemandEAMS 321

B.1.NEASystemOverview 321

B.2.AgencyEAMS 323

AnnexC:NEAMeta-Model 324

C.1.OverviewofNEAMeta-model 324

C.2.ObjectivesofNEAMeta-Model 325

C.3.NEAMeta-ModelClasses 326

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AnnexD:e-GovernmentTransformationPlan 336

D.1.MandatesofAGovernmentEntity 336

D.2.Strategice-GovernmentTransformationinanAgency 336

D.3.Overviewofe-GovernmentTransformationPlan 338

D.4.HowtouseNORAfordevelopinge-GovernmentTransformationPlan 339

D.5.RelevantArtifactsfore-GovernmentTransformation 341

D.6.Exhaustivelistofe-GovernmentTransformationartifacts 344

AnnexE:NEAEAmaturitymodel 345

AnnexF:BusinessServiceAttributes 348

AnnexG:NORAUsageScenarios 366

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Table of FiguresFigure2-1:ImpactofEAongovernment 25

Figure2-2:NEAFramework 26

Figure2-3:NORAMethodology 33

Figure3-1:Exampleofbottom-updevelopmentstrategy 46

Figure3-2:Exampleofmixeddevelopmentapproach 46

Figure4-1:ExampleofEAorganizationalstructure 51

Figure4-2:ExampleofEAtransitionroadmap 59

Figure4-3:ExampleformatforEAprojectplan 65

Figure5-1:FiveAspectsofEAgovernance 70

Figure5-2:Exampleofartifactreviewandapprovalprocess 74

Figure53:ExampleforEAusagedirection 83

Figure54:ExampleforEAmanagementplandirection 85

Figure61:ExampleofVision/Missionalignmentwithgoalsandinitiatives 95

Figure62:ExampleofbusinessandITalignment 97

Figure63:ExampleofmajorITsystemssupportinggovernmentfunctions 98

Figure64:ExampleofITsystemssupportinggovernmentfunctionsbybusinessareas 99

Figure71:ExampleofaVisionstatement 106

Figure72:ExampleofEAarchitectureprinciples 110

Figure73:EAFrameworkstructureexample 113

Figure8-1:Basicprocessinbuildingreferencemodelsandarchitectures 126

Figure8-2:Buildingblocks/components 127

Figure8-3:SamebuildingblocksinNEAreferencemodels 128

Figure9-1:NEAreferencemodelsandtheirinter-relationships 134

Figure9-2:NEAPRMartifacts 137

Figure9-3:ExamplePRMpurposeanddirection 139

Figure9-4:ExamplePRMstrategicgoals/outcomes 140

Figure9-5:ExampleofPRMindicatordescription 142

Figure9-6:NEABRMartifacts 143

Figure9-7:ExampleBRMpurpose 146

Figure9-8:Exampleofbusinessarea,LoB,businessfunctionandsub-businessfunctions 147

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Figure9-9:NEAARMartifacts 149

Figure9-10:Structureddiagramofapplicationsystems,componentsandinterfacesinNEAARM 151

Figure9-11:AgencyARMartifacts 152

Figure9-12:ExampleARMpurposeordirection 153

Figure9-13:ExampleofMOE’sbusinessandsub-businessfunctions 155

Figure9-14:NEADRMartifacts 157

Figure9-15:NEADRM 158

Figure9-16:AgencyDRMartifacts 159

Figure9-17:ExamplefordefiningDRMpurpose 161

Figure9-18:Examplefordevelopingdataclassificationstructure 162

Figure9-19:NEATRMartifacts 165

Figure9-20:ExampleTRMpurpose 168

Figure9-21:ExampleTRMstructure 168

Figure10-1:Datacapturingactivities 176

Figure10-2:DifferencebetweenBRMandBA 180

Figure10-3:BAartifacts’relationshipdiagram 181

Figure10-4:Organizationalchartexample 184

Figure10-5:Businessarea,LoB,businessfunctionandsub-businessfunctiondiagramexample 186

Figure10-6:Thepropertiesofbusinessfunctiondescription 189

Figure10-7:Contentsofasub-businessfunction 188

Figure10-8:MOE’ssub-businessfunction&businessprocessrelationship 189

Figure10-9:Businessprocessmapexample 192

Figure10-10:DifferencebetweenARMandAA 196

Figure10-11:AAartifacts’relationshipdiagram 197

Figure10-12:Applicationoverviewexample 200

Figure10-13:DifferencebetweenDRMandDA 209

Figure10-14:DAartifacts’relationshipdiagram 210

Figure10-15:Conceptualdatamodelexample 213

Figure10-16:Logicaldatamodelexample 214

Figure10-17:Dataflowdiagramexample 215

Figure10-18:DifferencebetweenTRMandTA 221

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Figure10-19:RelationshipTAartifacts 222

Figure10-20:Infrastructureoverviewexample 225

Figure10-21:WANdiagramexample 227

Figure10-22:LANdiagramexample 228

Figure10-23:Internetdiagramexample 229

Figure10-24:WLANdiagramexample 230

Figure10-25:Storagediagramexample 231

Figure10-26:Serverfarmdiagramexample 232

Figure10-27:ExampleBAanalysis 238

Figure10-28:ExampleBAimprovementopportunities 239

Figure10-29:ExampleAAanalysis 240

Figure10-30:ExampleAAimprovementopportunities 240

Figure10-31:ExampleDAanalysis 241

Figure10-32:ExampleDAimprovementopportunities 242

Figure10-33:ExampleTAanalysis 243

Figure10-34:ExampleTAimprovementopportunities 243

Figure11-1:ExampleofEAprinciplesreviewanditsimplications 249

Figure11-2:Exampleagencyimprovementopportunitiesforvariousarchitectures 250

Figure11-3:Exampleoftargetarchitecturedirectionthroughoverallanalysis 251

Figure11-4:ExampleofupdatedbusinessfunctionintargetBA 254

Figure11-5:ExampleofupdatedbusinessprocessesintargetBA 255

Figure11-6:Exampleprocesstoidentifynewapplicationsystems&architecture 258

Figure11-7:ExampleofupdatedapplicationfunctionintargetAA 259

Figure11-8:ExampleofidentifiedartifactsforupdatesintargetDA 262

Figure11-9:Exampleupdateddatabasediagram 263

Figure11-10:ExampleofdirectionsettingforinTA 266

Figure11-11:ExampleofupdatedinfrastructureoverviewintargetTA 267

Figure12-1:Exampleselectionmethodfortransitionplan 271

Figure12-2:Exampleoftransitionproject 271

Figure12-3:Exampleprioritizationprinciples 272

Figure12-4:Examplepriorityassessmentstructure 273

Figure12-5:Examplepriorityassessment 273

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Figure12-6:Exampletransitionprojectsbystages 274

Figure12-7:Exampleofgoalsettingforeachstage 275

Figure12-8:Exampledetailedschedulebyeachstage 275

Figure12-9:Exampleresourceestimationprocedure 276

Figure12-10:Examplerequiredresourceclassification 277

Figure12-11:Exampleresourceestimation 277

Figure12-12:Exampleresourcerequirementsbystage 277

Figure12-13:Exampleexpectedoutcome 278

Figure13-1:ExampleforEAusagepurposes 283

Figure13-2:ExampleforEAusagescope 284

Figure13-3:ExampleforEAusagetasks 286

Figure13-5:ExamplefortherelationshipbetweenEAtasksandartifacts 287

Figure13-6:ExampleofEAmanagementplan 289

Figure13-7:ExampleofEAmanagementscope 289

Figure13-8:ExampleforEAmanagementplanprocess 290

Figure13-9:ExampleforEAmanagementplanprinciples 290

Figure13-10:ExampleforEArolesforlargeorganization 292

Figure13-11:Exampleforarchitecttasks 292

Figure13-12:ExampleforEAupdateprocess 294

Figure13-13:ExampleforEAchangeprocess 295

Figure13-14:ExampleforEAdiffusionprocess 295

Figure13-15:ExampleforEAcompliancereview 296

Figure13-16:ExampleforEAdesignexceptionprocess 296

Figure13-17:ExampleforEAsystemdesign 297

Figure14-1:ExampleforEAusageguideline 302

Figure14-2:NEASystemContext 322

Figure14-3:NEAMeta-Model 324

Figure14-4:ComponentsofStrategicManagementingovernmentagency 338

Figure14-5:Linkingstrategyande-Governmenttransformation 340

Figure14-6:Relevantartifactsfore-GovernmentTransformationPlan 342

Figure14-7:NEAEAmaturitymodel 345

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List of TablesTable2-1:ListofNEAFrameworkComponents 27

Table2-1:CommonEAobjectives/drivers 29

Table3-1:Stage1steps 37

Table3-2:EAvaluepropositiontostakeholders 39

Table3-3:LikelyEAvaluepropositionbasedone-Transformationmaturity 42

Table3-4:LocalexamplesforEAdriversorpurposes 43

Table3-5:ConsiderationsforEAprojectstrategydevelopment 45


Table4-2:TypicalgovernmentEAcommitteesandworkingteams 50

Table4-3:Governance/Managementfields 52

Table4-4:Examplesofgovernance/managementfieldsingovernmentagencies 53

Table4-5:ExamplesofEAscope 55

Table4-6:ExamplesofEAgradualscoping 56

Table4-7:Developmentapproachrecommendations 57

Table4-8:Budgetcategoriesforconsideration 58

Table4-9:DescriptionontheEAusefulness 60

Table4-10:ExamplesofEAusefulnesscategories 61

Table4-11:ExamplesofEAusefulness 62

Table5-1:Continuousgovernancesteps 69

Table5-2:NeedforEAchangemanagement 72

Table5-3:EAawarenessmethods 74

Table5-4:SuggestedcontentforEAawareness 76

Table5-5:EApromotionactivities 78

Table5-6:CapabilitiesrequiredinEA 81

Table5-7:ActivitiestodefineEAusageplan 83

Table5-8:ActivitiestodefineEAmanagementplan 84

Table5-9:Performancemetricsexample 86


Table6-2:Examplequestionnaire 91

Table6-3:ExampleformattogatherEArequirements 92

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Table6-4:Internalanalysisareas&expectedoutcomes 93

Table6-5:SWOTcharttemplate 101


Table7-2:ConsiderationsforeffectiveVision&Missionstatements 108

Table7-3:Criteriaexamplesofgoodarchitectureprinciples 109

Table7-4:ExamplesofresearchareasforEAFramework 112

Table7-5:DescriptionofEAelements 114

Table7-6:ActivitiestodeveloptheEAModel 115

Table7-7:EAModelviewbystakeholders 116

Table7-8:EAModelviewbyarchitecture 116

Table7-9:ExampleofYesser’sstandardterms 120

Table8-1:DifferencesbetweenReferenceModelsandArchitectures 125

Table8-2:Summaryofartifactsbyreferencemodelsandarchitectures 129


Table9-2:PRMartifactdescriptions 138

Table9-3:MainactivitiestobuildagencyPRM 139

Table9-4:Examplemeasurementareas,categoriesandindicators 141

Table9-5:BRMartifactdescriptions 144

Table9-6:MainactivitiestobuildagencyBRM 145

Table9-7:Exampleofbusinessarea,LoB,businessfunctionandsub-businessfunctions 148

Table9-8:ARMartifactdescriptions 150

Table9-9:MainactivitiestobuildagencyARM 153

Table9-10:NEAARMprinciples 154

Table9-11:DRMartifactdescriptions 158

Table9-12:MainactivitiestobuildagencyDRM 160

Table9-13:Exampledatastructuredefinition 163

Table9-14:Exampledataexchangedefinition 163

Table9-15:TRMartifactdescriptions 165

Table9-16:TRMserviceareaandcategorydescriptions 166

Table9-17:MainactivitiestobuildagencyTRM 167


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Table10-2:Exampleofpossibledatasources 177

Table10-3:BArelationshipwithotherarchitectures 180

Table10-4:BAartifactdescriptions 182

Table10-5:ActivitiestobuildBA 182

Table10-6:Thepropertiesoforganizationchart 185

Table10-7:Exampleofsub-businessfunctiondescription 189

Table10-8:Businessprocessdescriptionexample 190

Table10-9:Businessactivitydescriptionexample 191

Table10-10:Thepropertiesofservicecatalogue 193

Table10-11:Servicecatalogueexample 194

Table10-12:AArelationshipwithotherarchitectures 196

Table10-13:AAartifactdescriptions 198

Table10-14:ActivitiestobuildAA 198

Table10-15:Thepropertiesofapplicationoverview 199

Table10-16:Thepropertiesofapplicationcatalogue 201

Table10-17:Applicationcatalogueexample 202

Table10-18:Thepropertiesofapplicationfunction 203

Table10-19:Applicationfunctionexample 204

Table10-20:Thepropertiesofapplicationrelationship 206

Table10-21:Applicationrelationshipexample 207

Table10-22:DArelationshipwithotherarchitectures 209

Table10-23:DAartifactdescriptions 211

Table10-24:ActivitiestobuildDA 211

Table10-25:Thepropertiesofconceptualdatamodel 212

Table10-26:Thepropertiesoflogicaldatamodel 213

Table10-27:Thepropertiesofdataflowdiagram 215

Table10-28:Thepropertiesofdatabaseportfoliocatalogue 216

Table10-29:Databasecatalogueexample 217

Table10-30:Thepropertiesofdatadictionary 218

Table10-31:Datadictionaryexample 219

Table10-32:TArelationshipwithotherarchitectures 221

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Table10-33:TAartifactdescriptions 223

Table10-34:ActivitiestobuildTA 223

Table10-35:Thepropertiesofinfrastructuredescriptions 226

Table10-36:Thepropertiesofhardwarecatalogue 233

Table10-37:Hardwarecatalogueexample 234

Table10-38:Thepropertiesofsoftwarecatalogue 235

Table10-39:Softwarecatalogueexample 236

Table10-40:Activitiestoanalyzecurrentarchitectures 237


Table11-2:Activitiesfordefiningtargetarchitecturedirections 249

Table11-3:TargetBAartifactdescriptions 252

Table11-4:ActivitiestobuildtargetBA 253

Table11-5:TargetAAartifactdescriptions 256

Table11-6:ActivitiestobuildtargetAA 257

Table11-7:TargetDAartifactdescriptions 260

Table11-8:ActivitiestobuildtargetDA 261

Table11-9:TargetTAartifactdescriptions 264

Table11-10:ActivitiestobuildtargetTA 265


Table12-2:Activitiestodefinetransitionprojects 270

Table12-3:Activitiestoprioritizetransitionprojects 272

Table12-4:Activitiestocreatetransitionroadmap 274

Table12-5:Activitiesforestimatingresourcesandoutcomes 276


Table13-2:ActivitiestodefineEAusagepurpose&scope 283

Table13-3:Activitiestodefineusageplandevelopment 285

Table13-4:ExampleforEAusers 286

Table13-5:ActivitiesofEAmanagementpurposes&scope 288

Table13-6:ActivitiestodevelopEAmanagementorganization 191

Table13-7:ActivitiestodefineEAmanagementprocess 293

Table13-8:ActivitiestodefineEAmanagementsystem 297

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Table13-9:ExampleforEAmanagementsystem’sfunctions 298


Table14-2:ExampleforEAmanagementguideline 303

Table14-3:ExampleforEAusage&managementplanassessment 304

Table14-4:Stage1summary 307




Table14-8:Continuousgovernancesummary 310

Table14-9:Continuousgovernancesteps 310

















Table14-26:NEAMeta-Classes 326

Table14-27:NEAbusinessserviceMeta-Class 335

Table14-28:Listofartifactsfore-GovernmentTransformationPlan 343

Table14-29:EAmaturitycomponents&levels 346

Table14-30:Attributesofbusinessservice(Arabic&English) 348

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1. I

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1. Introduction1.1 Document purpose

ThepurposeofthisdocumentistodescribeandelaboratetheNationalOverallReferenceArchitecture(NORA)thatwillbeusedasaguideforgovernmentagenciestodeveloptheirownEnterpriseArchitecture(EA).Thisdocumentalsodescribes,tosomeextent,howNORAislinktotheoverallNationalEnterpriseArchitecture(NEA)Framework.

1.2 National Enterprise Architecture Framework

TheNationalEnterpriseArchitecture(NEA)Frameworkisakeyelementforthenationale-GovernmentenvisionedtoincorporateafederateapproachtoenterprisearchitecturefortheKingdomofSaudiArabia(KSA).NEAFrameworksupportstheidentificationofre-usablecomponentsandservices,andfacilitatesabasisforInformationTechnology(IT)investmentoptimization.Inaddition,NEAenablesmorecost-effectiveandtimelydeliveryofe-servicesthrougharepositoryofstandards,principlesandreferencemodelsthatassistinthedesignanddeliveryofbusinessservicestocitizens,residents,commercialestablishmentsandinter-governmentcollaboration.

1.3 Values of NORA

GovernmentagencieswhodonothaveanEAinpracticewouldtypicallyfacethefollowingproblems:

1. Lackofstandardizationofbusinessservices,dataandITinteroperabilitywithinthegovernmentagencyandacrossgovernmentagencies

2. LackofperformanceindicatorinITinvestmentlinkingtothebusinessobjectives

3. Governmentbusinessownershipsareunclear

4. Lackofwholeofgovernmentagencyview

5. DuplicatedITsystems,dataandITinfrastructurewithinagovernmentagencyiscommon

6. Misalignmentbetweengovernmentagency’sbusinessservicesandITinitiatives

7. Lackofstandardstointegrateservices,businessprocesses,ITsystems,dataandITinfrastructure

8. Noperformanceindicatorsforbusinessfunctionandservices

9. LackofqualitychecksfordeliveringITsystems,dataandinfrastructure

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10. Lackofintegratedgovernmentservicesandconsistentdelivery.

11. WithEA,theaboveproblemscanbeeradicated.However,thedevelopmentandimplementationofanEAisnotaneasytaskandgovernmentagenciescanfacethefollowingchallenges:

12. EAstakeholders’lowawarenessonEA,itsbenefitsanditspractices

13. LittleknowledgeofEAbuildingprocess

14. CommunicationbarriersandbottlenecksamongEAstakeholders

15. ImplementingEAwithoutasystematicapproach

16. ExperiencingdifficultyinmaintainingEApractices

17. Excessiverelianceonvendorsandexternalexpertise.

1.4 Goals of NORA

ThegoalsofNORAareasfollows:

1. DefinescopeandrequirementsoftheEAatthegovernmentagencies

2. HelpgovernmentagenciestohaveasmoothandeffectiveEAimplementation

3. Ensurequalityofgovernmentagency’sEAthroughsystematicprocessesandrecommendations

4. Alignmentofagency’sEAwithSaudigovernmentnationalarchitectureandNationalActionPlans

tofacilitatewholeofgovernmentapproach

5. FacilitateEAutilization,promotionandcapabilitybuildinginthegovernmentagencies.

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1.5 Features of NORA

ThemainfeaturesofNORAare:

1. AsaguideforEAdevelopment,itiswrittenfromthegovernmentagencies’perspective

2. AllstagesintheEAlifecyclearedescribedtosomedetailtoprovideclaritytothegovernment

agencies

3. Balancedapproach inEAdevelopment that focusesbothonprocessesand theproductionof

standardartifactsordeliverables

4. Examplesandexampleoutputsareprovidedtoaidunderstanding

5. Highlycustomizabletosuitvariedrequirementsofdifferentgovernmentagencies.

1.6 Target audienceAsNORAisaguideforgovernmentagenciestodeveloptheirEAs,thetargetaudienceforNORAareasfollows:

1. EnterpriseArchitects

2. BusinessArchitects

3. ApplicationArchitects

4. DataArchitects

5. TechnologyArchitects

6. ITArchitects

7. CIOs

8. CXOs

9. ProjectManagers

10. BusinessOwners

11. ITSystemOwners

12. ITManagers

13. ProjectManagers

14. ITConsultants

15. ITVendors.

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1.7 Document structure

NORAcontainsthefollowingsections:

1. ExecutiveSummary

2. TheexecutivesummarygivesacompletesummaryofNORA.Afterreadingthissection,thereadercanunderstandhowNORAguidesthegovernmentagenciesintheEAdevelopment.Theexecutivesummaryisexcellentforgovernmentagencies’decisionmakers.AllstaffinvolveinEAshouldalsoreadthisexecutivesummary.

3. StagesofEADevelopment

4. Thisdocumentprovidesthedetaileddescriptionbystages.ThedetailedprocessandexpectedEAdeliverablesareexplainineachstage.Examplesandtemplatesarealsoprovidedwherepossible.

5. Annex

Theannexesprovideadditionaltemplates,checklistsandinformation.

1.8 Related information

AsNORAisonlyoneofthemanydocuments,itisadvisabletorefertothemainNEAFramework.

1.9 Contact information Forany feedback,commentsorneed formore informationonNORA,pleaseemail [email protected]

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2. E

xecu

tive

Su

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2. Executive Summary2.1 Need for Enterprise Architecture

GartnerResearchdefinesenterprisearchitectureas:

“EnterpriseArchitecture(EA) isadiscipline forproactivelyandholistically leadingenterprise(i.e.government)responsestodisruptiveforcesbyidentifyingandanalyzingtheexecutionofchangetowarddesiredbusinessvisionandoutcomes.

EAdeliversvaluebypresentingbusinessandITleaderswithsignature-readyrecommendationsforadjustingpoliciesandprojectstoachievetargetbusinessoutcomesthatcapitalizeonrelevantbusinessdisruptions.”

Government agencies have to respond to continuous disruptive forces such as economicchanges,socialdemands,politicaldirectionsandtechnologyadvancements.Thegovernmentagencies’responsestothesedisruptiveforcesareontheirownsiloactions.Whilegovernment agencieshavemadetheirbestefforttoderivetheirowndesiredoutcomes,theendresultto the stakeholders suchas citizens,businessesandgovernment leadersare far from realsatisfaction.

WithEA,ontheotherhand,theexecutionofchangeisastructuredapproachwiththevariousperspectivesonthegovernmentbusiness,desiredoutcomes,availabilityoftechnologiesandprocesses.WhenEAiscorrectlyimplemented,itprovidesthefollowingvaluablebenefitstokeydecisionmakers:

• Insight–theabstractionofknowledgebasedondetailedinformationincludingissues,challengesandopportunities

• Oversight–theinformationoverviewcorrespondingtotheoverallaccountabilitiesandresponsibilitiesofthegovernmentagencies,andforthewhole-of-government

• Foresight–fromtheanalysisofdetaileddatafromvarioussources,trendanalysisandeventprobabilitiescanbecalculatedandestimated.

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Thediagrambelowshows the typical situationofgovernmentagencieswithoutEAand thebenefitswithEA.

Figure 2-1: Impact of EA on government

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2.2 Background of NEA Framework

TheNEAFrameworkisthewindowforstrategicintegrationandcollaborationofaneffectivena-tionale-governmentimplementation.NEAistheenterprisearchitectureforthewhole-of-Saudigovernment.TogetherwithotherstrategiessuchastheSaudie-GovernmentActionPlan,theNEAFrameworkanditscomponentsallowusefulinsightandforesightforthefuturedevelopmentandimplementationofhighlyintegratede-governmentande-services.

TheNEAFrameworkhas11mainarchitecturecomponentsasdepictedinthediagrambelow.Eacharchitecturecomponenthasaspecificroleandfunction. Inaddition,eacharchitecturecomponentmayhavedirect or indirect relationship(s)with other architecture components.Thetablebelowprovidesasummarylistofallthe11architecturecomponents.Pleaserefertoseparatedocumentsfordetailedinformationofthearchitecturecomponents.

Figure 2-2: NEA Framework

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Compo-nent Name

Component Description

Strategy ThestrategycomponentofNEAFrameworkcapturestheessencesofstrategicalignmentwithNationalande-governmentstrategicplans.Theconstituentsofthestrategiccomponenttakescognizanceoftheenvisionedfutureaspertheaboveplans,andalignsitselfstrategicallybyproducinglongtermandshorttermplanstomeetthatfuturevision.TheJourneybeingguidedbyadequatepolicies.

Models TheNEAModelsareahigh-levelclassificationofviews,keyarchitecturalelementsandthebestpracticeforthem.TheyfacilitateinformingstandardizedviewpointsforexamplefromasnapshotofthewholeofgovernmenttoPerformance,Business,Application,Data,Technology,Security,Maturityetc..

Operation TheoperationisaboutmanagingthedaytodaybusinessofNEA,thatprimarilyinvolvesdesigning,andcontrollingtheprocessofservicedeliveryandredesigningbusinessoperationsindeliveringservices.Itisguidedbywell-definedprocesses,methodologyandtoolsthatensurebusinessoperationsareefficientandeffectiveintermsofmeetingcustomerrequirements.

Governance NEAgovernanceisaboutprovidingthestrategicdirectionstoachievetheNEAvision,missionandobjectivesthroughagileorganizationstructure,clearrolesandresponsibilities,andeffectivesetofgovernanceormanagementpractices.Itisalsoaboutregularmonitoringandreviewingofprogresswhileunderstandingtheconstantchangesineconomic,socialandtechnologicalenvironments

Table 2-1: List of NEA Framework Components

NORAisoneoftheintegralpartsofNEAFramework.NORA’srolewithintheNEAFrameworkistoprovideadefinitiveandclearmethodologyforbuildingEAinthegovernmentagencies.

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2.3 Objectives of NORA

TheobjectivesofNORAareasfollows:

1. ToguidegovernmentagenciesintheirdevelopmentofEAs

2. TospeedupEAdevelopmentwithqualityoutputs

3. ToensureEAingovernmentagenciesarealignedwiththeire-Governmenttransformation

andITplans.

2.4 Defining a purpose for agency EA

Inalignmenttothestrategic2ndSaudie-GovernmentActionPlan,everygovernmentagencyisexpectedtohaveane-transformationroadmapthatwouldpavethewayforadvancementofdeliveringgovernmentservices.EAisanexcellenttoolforplanningaswellasimplementingthise-transformationroadmap.

Althoughtheultimategoalistotransformtheirgovernmentservicesandbusinessfunctions,governmentagencieshavetofindanddeterminethemostimportantdriverormotivationtodeveloptheirveryownEA.ThefollowingtableliststhecommondriversandthecorrespondingobjectivestodevelopEA.ThesecommonscenarioswillinfluencetheuseofNORAasaguidelinetodevelopEAforagencies.

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Drivers EA Objectives - Values

Lackofgovernanceandprioritization Comprehensiveunderstandingofagency-wideperspective,includingitsproblems,challenges,investmentsandopportunities

Lackofagencywideinformation ITstandardization,withdetailinformationandinter-relationshipsbetweenbusinessandtechnologies

Nointegrationamongdepartments Noduplicationofinvestmentsandsystems;integrationofworkresultinginefficiencyandbettercustomerservice

Duplicatedinvestments Preventinvestmentsandworkduplication

Ineffectivenessandinefficiencyinpublicservicedelivery

Understandagencyweaknesses;integratedapproachtoimproveagency’sproductivityandpublicservicedelivery

Nostandardoperations Implementqualitybusinessandserviceoperations

Notechnologystandards Interoperabilityofsystemsandprocessesintheagency

Investingcapitalandprocurementcosts EffectiveinvestmentsthatalignbusinessandIT

Table 2-1: Common EA objectives / drivers

Whilegovernmentagenciesmayhavedifferentmotivations,therearealsocommonpurposessharedamongallgovernmentagencies.ThefollowingarethetopreasonsforembarkingonEAjourney:

1. Implementinge-Governmenttransformationroadmap

2. OptimizingITinvestments

3. ReducingITcosts

4. AligningITtogovernmentbusiness.

AsEAisawideprogramwithanon-goingorcontinuousjourney,itispossiblethatgovernmentagencieswillrequirespecificpurposes,overtime,toreviewandimprovetheirEAssuchasthefollowingexamples:

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Standardizationandinteroperabilityofservices,ITapplications,dataandinfrastructure

Selectionand/orprioritizationofprojectsinthegovernmentagencyforfundingandimplementation

1. Buildingnewcapabilitysuchasimprovingcustomerservice,makingbusinessprocesseseffective,andagency-wideadoptionofmobileapplicationsanddevices

2. ImproveandintegratebusinesscriticalgovernmentservicesandbusinessfunctionsthroughBusinessProcessRe-Engineeringandautomation

3. DevelopmentofITResourceManagementandITPortfolioManagement.

2.5 NORA methodology

NORAmethodologyisbasedonalifecycleconsistingoftenmajorstages.Theexecutionofthestagesareinsequence,howeveritcanbetailoredtosuitthepurposeofagencyEA.Eachstagehas its own architecture artifacts or deliverables. InNORA, a continuous set of governanceactivities are carriedout throughout thenine stages. Figure2-3below illustrates theNORAMethodology.

ContinuousGovernance(applicableduringallstages)

AsEAisamassiveandlong-termproject,thereareboundtobemanychallengesandissues.Itisvital,therefore,thattheEAgovernanceworkisalsoaddresstoensurethesuccessoftheproject.TheEAgovernanceiscontinuous-coveringactivitiessuchasprogrammanagement,changemanagement(includingEAawarenessandpromotion),capabilitymanagement(specifictrainings,toolsandnewprocesses),performancemanagement(newKPIsandstandards)and policymanagement.

Stage 1 – Develop EA Project Strategy

Thisstagedescribesthekeyactivitiestoresearch,planandobtainapprovaltoembarkontheEAproject.EachgovernmentagencyhastoobtainitsprojectfundingandtoeitherdevelopitsEAinternallyoroutsource.

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Stage 2 – Develop EA Project Plan

HavingestablishedanapprovedEAProjectStrategy,thegovernmentagencyhastocarryoutthedetailedplanfortheEAproject.Thisstagedescribesthekeyactivitiesinvolvedindeveloping andobtainingapprovalfortheEAproject.

Stage 3 – Analyze Current State

WiththeapprovedEAprojectplaninplace,thegovernmentagencycanstarttheactualworkbyanalyzingitscurrentstate–bothintermsofbusinessandIT.Thisstagedescribesthekeyactivitiesinreviewingandanalyzingthedifferentaspectsofthecurrentstateofthegovernmentagency.

Stage 4 – Develop EA Framework

ThisisthestagewhereagovernmentagencystartstodevelopitsEA.Inthisstage,thegovernmentagencyconstructsthemainpillarssuchasEAvision&mission,architecturegoals&principles,EAFramework,taxonomy,andotherrelatedstandardsthatisfundamentaltoitsEAjourney.Thegovernmentagency should focusonbuildingqualityEA frameworkandother relevantprocesses.

Stage 5 – Build Reference Models

BasedontheEAframeworkdevelopedpreviously,thisstageisallaboutbuildingthereferencemodelssothatagovernmentagencycanhavestandardviewsandtaxonomiesofkeyorganizational assetsandprocessessuchasbusiness,application,dataandtechnologydomains.

Stage 6 – Build Current Architectures

ThefocusofthisstageisincapturingthecurrentarchitecturesofthegovernmentagencysothattheagencycanclearlyunderstanditsITandbusinesslandscapes.Thiswouldallowabettervisibilityof the interconnectionsamongdifferentarchitecturesandcomponents,andaid inanalyzingtheagency’sissues,challengesandopportunitiesrelatingtobusiness,information/dataandtechnologies.

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Stage 7 – Build Target Architectures

Withthecompletionofthegovernmentagency’scurrentarchitectures,thisstagedevelopsthetargetarchitectures.Asablueprintforthegovernmentagencytorealizeitsgoalsanddesiredout-comesin3to5years,thetargetarchitecturedefinestheimprovedbusinessandITlandscapes.

Stage 8 – Develop Transition Plan

Withthecompletionofthevarioustargetarchitecturesinthepreviousstage,itisnowimpor-tanttoplanandmanagethetransitionrequiredfromthecurrent landscapestothedesiredtargetlandscapes.

Stage 9 – Develop EA Management Plans

ThisstageisaboutdevelopingtheEAusageandmanagementplanssothatEAprocessesandvaluesbecomeanintegralpartoftheagencystandardoperatingprocedures.Toensurecontin-uedEAvaluedeliverytothegovernmentagency,itisnecessaryandimportanttoincorporateEAmanagementplansintothegovernmentagency.

Stage 10 – Execute & Maintain

ThisisthelaststagewhereagovernmentagencyexecutesandmaintainsitsEA.HavingcoveredmanystagesintheEAjourney,thislaststageconcernswithtakingactionstomakethegovern-mentagency’sEAintoareality.

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Figure 2-3: NORA Methodology

PleasealsorefertoAnnexA–SummaryofNORADeliverablesbyStagesthatactsasachecklistforgovernmentagenciesintheirEAdevelopment.

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2.6 NORA relationship to NEA Framework

AlthoughNORAisonlyaguideforgovernmentagenciestodeveloptheirEAs,itisnonethelessanimportantmethodology.WhengovernmentagenciesdeveloptheirEAsaccordingtoNORA,notonlydotheydelivertheirownEAs,butalsoitensuresthatallEAdevelopmentcomplieswiththeoverallNEAFramework.

NORA allows government agencies to complywith and align to the national e-Government transformationplanandinitiatives.ThroughNORA,governmentagenciescanreviewanddevelopdetailedreferencemodels–eachalignedwiththeNEAFramework’sreferencemodelssuchasBusinessReferenceModel,ApplicationReferenceModel,DataReferenceModelandTechnologyReferenceModel.Whenthevariousreferencemodelsarealigned,itaidsgovernmentagenciestoshareapplicationsandinformation,andtodevelophighlyintegratedbusinessfunctionsandservicesthatdelightcitizensandbusinesses.

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3. S

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3. Stage 1 - Develop EA Project Strategy3.1 Stage summary

Thisstagedescribesthekeyactivitiestoresearch,planandobtainapprovaltoembarkontheEAproject.EachgovernmentagencyhastoobtainitsprojectfundingandtoeitherdevelopitsEAinternallyoroutsource.

3.2 Stage purpose

Laythefoundationofagovernmentagency’sEAimplementationjourneywithcleardirectionsandcommitments.Thefollowingspecificexpectedoutcomesfromthisstageare:

1. Increasethegovernmentagency’sEAawareness–fromtopmanagementtotheoperationsstaff

2. DefineandcommunicateEAgoalsanddirections

3. ObtainmanagementapprovaltoembarkontheEAjourney.

3.3 Stage initiation

Yesserwillcommunicatewiththee-TransformationCommitteeineachgovernmentagencytoinitiatetheagencyEAimplementation.GovernmentagenciescanalsorequestanddiscusswithYessertoinitiatetheirEAprogram.

3.4 Key steps in stage 1

Preparationisanimportantstagethatrequiresdiligentresearchandplanning.ThisisthefirstmajorsteptoembarkEAinthegovernmentagency.Thekeyactivitiesandexpecteddeliver-ablesinStage1areshowninTable3-1:

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Stage /Step No

Description Deliverable

1 DevelopEAProjectStrategy GovernmentAgency’sEAProjectStrategy

1.1 AnalyzeEAtrendsandcasestudies(bothinternationalandlocalagencies;alsoacrosssamelineofbusiness/Business function in BRM )

DocumentrelevantEAtrendsandcasestudiesrelatingtothegovernmentagency

1.2 ProvideEAawarenesstogovernmentagency’sbusinessandITleaders

(GovernmentagenciescaninviteYessertobriefonNEA)

UnderstandtheimportanceofEA

1.3 Assessgovernmentagency’se-transformationmaturity(ViaQiyas)anditsalignmentofITtothegovernmentbusiness

Submit andpresent the assessment report tothee-TransformationCommitteeorequivalent.Theassessmentshalldescribetheagency’s:

1. Maturityofitse-transformation

2. Effectivenessofitsbusinessfunctions

3. MaturityonITadoption

4. Agency’scapabilityonbusinessproductivityanduseofIT.

1.4 Documentgovernmentagency’sEAprojectstrategy

DraftGovernmentAgency’sEAProjectStrategy

1.5 PresentandobtainapprovalfortheEAprojectstrategy

Approved Government Agency’s EA ProjectStrategybyitse-TransformationCommitteeorequivalent

Table 31: Stage 1 steps

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3.4.1 Step 1.1 Analyze EA trends and case studies

Asstatedby InternationalBenchmarkingClearinghouse(IBC),analyzingEAtrends isasetof“Activitiestocontinuouslyevaluateandcompareworld’sleadingcorporationsoragencieswithacurrentorganizationtoimprovetheorganization’sperformance”.

ThisactivityisvitalfortheagencyimplementingEA,intermsofunderstandingthebestpractices adoptedby similarverticals.To leverage their learning, choose themostapplicable strategyfortheagency.Howeveriftheagencyfindsitselfinadifficultpositioneithertoexecuteit,orifthereisapossibilityofthiseffortforkingintoanewprojectandhenceimpedetheEAstrategydevelopment.Then,theymaychoosetolimitthescopeoftheactivitytoreducenegativeimpactontheEAProject.

Whiletherearenumerouswaystocarryoutthisstep,thefollowingactivitiesarerecommended:

1. Formasmallteamofmembers(bothITandnon-IT)whoareinterestedandpassionateaboutEA

2. UnderstandthebasicsofEAbyattendingseminarsortrainings

3. CarryoutahighlevelresearchonthecurrenttrendsinEA.ExamplesofreliableonlineresourcesincludeFederalEnterpriseArchitecture(FEA),TheOpenGroupArchitectureFramework(TOGAF),NationalAssociationofStateChiefInformationOfficers(NASCIO)andEnterpriseArchitectureCenterofExcellence(EACOE).Therearealsonumerousarticleson‘EATrendsinGovernment’(simplysearchontheInternetforthelatest)

4. RefertomoredetailedEAcasestudiesforsimilarlineofbusinessorgovernmentdomainsuchasEducation,Health,Agriculture,Oil&Gas(Energy)andMunicipality

5. DocumentthefindingsandfindbasicpatternsinEAdevelopment

6. RefertotheYesser’sNationalEnterpriseArchitecture(NEA)Framework.TheycanalsodiscusswithYesser’sNEAOfficefordetailsandtofindotherrelevantgovernmentagencieswhohaveembarkedorcompletedtheirEAs

7. FinalizetheEAanalysisdocument.

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3.4.2 Step 1.2 Provide EA awareness

HavingdocumentedtheEAtrendsandcasestudiesthatarerelevanttothegovernmentagency,thenextstepistospreadtheimportanceofEA.Theideaistoprovideconstantawarenesstoalllevelsofstaffinthegovernmentagency–boththebusinessandITstaff,includingtopmanagementandtheoperationsstaff.

Inparticular,providetheEAawarenesstothetopmanagementore-TransformationCommittee. This is importantastheywillbethemaindecisionmakersandsponsorfortheEAproject.Government agency can alsoworkwith Yesser to present EA as a strategic enabler ine-Governmenttothem.TherecommendedEAvaluepropositionsarelistedinTable3-2:

S/No Stakeholder EA Value Proposition

1 TopManagement(Minister,Di-rector-General,CEO,CXO)and/ore-TransformationCommittee

1. AligngovernmentagencyprojectswithVision2030,NationalTransformationPlanandSaudie-GovernmentActionPlan

2. Aidplanningandprioritizinggovernmentagency-wideactionplan

3. Improveservicequalitytocitizensandbusinesses

4. PrioritizeandimproveITinvestmentsforgovernmentagency

5. Businessandtechnologyinnovationtodeliverhighlyintegrated,value-addedservices.

2 FinanceDirector/CFO 1. ReducewastageofITcosts

2. PrioritizeandimproveITinvestmentsforgovernmentagency.

3 BusinessOwners 1. Improveservicequalitytocitizensandbusinesses

2. Increaseproductivity

3. Integrateworkacrossbusinessdomainsordivisions,includinginter-agency.

4 ITDirector/CIO 1. PrioritizeITprojects

2. ReducewastageofITcosts

3. IdentifyconsolidationprojectstoreduceITcostandbettermanagement

4. Developinter-operabilitystandardswithingovern-mentagencyandinter-agency.

Table 32: EA value proposition to stakeholders

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InadditiontotheEAValueProposition,theteamcanalsoprovideEAawarenessonfactorssuchas:

a. ExplainbestEApracticesinotheragencies.

b. ExplainEArelatedlawsandregulationsimposedongovernmentagenciesviadecrees.

c. ExplainhowEAaffectsagency’sperformanceandinnovationendeavors,andwhatEAwillbringtotheagency’sexecutives.

d. Utilizeexternalexpertiseasneeded.

It isrecommendedthattheteampresenttheEAvaluepropositiontothe ITDirectororCIOfirst.Subsequently,theteamcanpresentorprovideawarenesstothedifferentstakeholdersandobtainfeedbackfromthem.Finally,theycanpresenttothetopmanagementtogettheirbuy-in.ThegovernmentagencycanalsoapproachYesser’sNEAofficetohelpintheEAawarenesssessions.

Fornow,theawarenesssessionsaretomakethestakeholdersthinkaboutthevalueofEA.Itisnottogettheirapprovalyet(althoughitwouldbegood).OncetheyareawareofthebenefitsofEA,theteammayalsoneedtoengagethemforthenextstep.NotethattheseawarenesssessionsarepartofthecontinuousEAgovernance(seethe‘ContinuousGovernance’sectionfordetails).

3.4.3 Step 1.3 Assess government agency’s e-transformation maturity

This step focuses on thematurity of the government agency’s e-transformation. From theabovevaluepropositions,EAcanhelptodetermineareasforimprovementstoincreasethee-transformationmaturity.Thee-TransformationmaturityismeasuredyearlybyYesserusingtheQiyastool.Theoutcomeofthisstepwilldrivetheactualscopeandmotivationforthegovernmentagency’sEA.Thefollowingactivitiesarerecommended:

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1. Obtainthegovernmentagency’smaturityreportfromYesserviaQiyas

2. FactorsforconsiderationincluderateofITadoption,effectivenessofbusinessservices&functions,satisfactionlevelofcitizens&businesses,rateofalignmentwith2ndSaudie-GovernmentActionPlan,governmentagency’scapabilityonbusinessproductivity,andtheextentofsharingofapplications,dataandITinfrastructurewithinthegovernmentagencyandinter-agency

3. Identifytheareasforimprovements

4. AnalyzetheseareasandmaptothespecificEAvaluepropositions

5. AlsorefertoNEAMaturityModelsothatthegovernmentagencycanfurtherassessitsmaturity

6. ShortlisttherecommendedEAvalueproposition(s)

7. Presenttothee-TransformationCommitteeorequivalentandgettheirapprovalorconcurrence.Fromtheirfeedback,mayneedtodochangestofinalizetheEAvalueproposition.

Table3-3providesasummaryofthelikelyEAvaluepropositionsbasedonthee-transformationmaturitylevel.Notethatthisisonlyanindication.Governmentagencieshavetodotheirowndetailedanalysis.

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S/Noe-Transformation

MaturityLikely EA Value Proposition(s)

1 LOW a. AligngovernmentagencyprojectswithSaudie-GovernmentActionPlan

b. Aidplanningandprioritizinggovernmentagency-wideactionplan

c. Improveservicequalitytocitizensandbusinesses

PrioritizeITprojects

2 MEDIUM a. AligngovernmentagencyprojectswithSaudie-GovernmentActionPlan

b. Aidplanningandprioritizinggovernmentagency-wideactionplan

c. Improveservicequalitytocitizensandbusinesses

d. Increaseproductivity

e. PrioritizeandimproveITinvestmentsforgovernmentagency

f. ReducewastageofITcosts

g. IdentifyconsolidationprojectstoreduceITcostandbettermanagement

h. Developinter-operabilitystandardswithingovernmentagencyandinter-agency

3 HIGH a. PrioritizeandimprovebothbusinessandITinvestmentsforgovernmentagency

b. Businessandtechnologyinnovationtodeliverhighlyintegrated,value-addedservices

c. Significantperformanceimprovementsforthegovernmentagency

Table 3-3: Likely EA value proposition based on e-Transformation maturity

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Belowareexamplesoflocalgovernmentagencies’EAdrivers–i.e.themotivationreasonsorpurposesindevelopingtheirownEAs.

Government Agency EA drivers

TheNationalInformationCenter(TechnologyarmofMinistryofInterior)

1. Lackofagency-wideviewtogovernprojects (bothbusiness&IT)andresources

2. DuplicatedinvestmentsespeciallyinIT

3. Inefficient and ineffective in deliveringquality andtimelygovernmentservices

4. Operational difficulties due to abundance of non-standardizedinfrastructureandtechnologies

TheNationalCenterforEducationInformation(MinistryofEducation)

1. Lackofagency-wideviewtogovernprojects(bothbusiness&IT)andresources

2. DuplicatedinvestmentsespeciallyinIT

3. HighdemandforITservicesandsolutions

4. ComplexbusinessandITlandscapes

5. Organizationaldifficultiessuchasineffectivecommunications,lackoftransparencyandinefficiency

MinistryofEducation(HigherEducation)–SafeerProgram

1. No organizational-wide view of services, applications,businessprocesses,dataand IT infrastructure thataffectstrategicdecisionmaking

2. HighIToperationalcosts

3. OperationalcomplexityNationalCenterforAssessmentinHigherEducation(Qiyas)

1. Lackoforganizational-widegovernance

2. Notbusiness-driven;insteadIT-led

3. Improvethedeliveryofqualityservices

4. Operationalcomplexity&highcosts

5. Performancelimitations

Table 3-4: Local examples for EA drivers or purposes

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3.4.4 Step 1.4 Document government agency’s EA project strategy

AftersomeEAawarenesssessionsandfollowedbytheapprovalfromthetopmanagementore-TransformationCommittee,thereshouldbesufficientdrivingfactorsbynowtoembarkontheEAdevelopment.Itisvital,however,todocumentanEAProjectStrategyclearlydescribingthegoals,expectedoutcomes,andprojectschedulewithalistofresourcesrequired.

TheEAProjectStrategyshouldfocusonstrategicandlong-termoutcomesforthegovernmentagency.Inthenextstep,amoredetailedEAProjectPlanwillbecreated.Forthisstep,theEAProjectStrategyshouldcoverthefollowingtopics:

1. TheEAValuePropositionsorPurposes

2. GoalsorObjectivesoftheEAProject

3. ScopeandScheduleoftheEAProject

4. EADevelopmentConsiderationsandApproach(includingphase/gradualdevelopmentstrategy

andsourcingmethodi.e.In-HouseorOut-Source)

5. EstimatedCostandResources(Staff)Requirements.

Table3-4illustratesthekeyconsiderationsindevelopingtheEAProjectStrategy.

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Considerations Pros Cons

Scope

GradualStableEAmanagementwithminimizedrisks

Losingmomentumduetoextendeddevelopmentperiod

AllatonceOutcomeinorganization’soverallperspective.

Riskoffailuredependingonorganization’sreadiness

Workforce

In-HouseInternalresourcecanbeutilized Extendedpreparationtime

Outsourcing

Timelystaffingofexpertisedesired

Littleknowledgeaccumulation.Excessiverelianceonouterresources.

Direction

Upward VisibleoutcomesontimeExtraeffortsonintegration/alignmentneeded

DownwardRealizingEA’sfullpo-tential

Extendedtimetoseevisibleoutcomes

Focus

AllEven Anoverallarchitecturecanbeobtained

Additionaltimeandcost.

Missingin-depthinformationoncriticalareas

Focuson

KeyAreas

Visibleoutcomeinmajorareas.

Momentumwhenexpandingareas

Difficultyofuseduetounevendepthofinformation

Table 3-5: Considerations for EA project strategy development

DependingontheEAvaluepropositionorpurpose,theEAstrategyistypicallybuildgraduallyovertimefrombottom-up,top-down,orboth.ThefollowingareexamplesofEAdevelopmentstrategies.

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Figure 31: Example of bottom-up development strategy

Figure 32: Example of mixed development approach

3.4.5 Step 1.5 Present and obtain approval for EA project strategy

PresentandgetapprovalontheEAProjectStrategyfromthee-TransformationCommitteeorequivalent.Notethatthisisnotaneasytaskandmayneedafewiterations.Therecommendedactivitiesare:

1. Fromtheawarenesssessions,theteamcanhaveagoodideawhocanprovidegooddirec-

tions, requirementsand supportiveof theEAproject. Thus,obtain feedbackon theEA

projectstrategyfromthesekeystakeholders

2. InadditiontotheEAprojectstrategydocumentation,prepareapreciseyeteffectivepre-

sentationslides

3. PresenttothekeystakeholdersandotherEAsupporters.Fromtheirfeedback,updatethe

presentationslidesandEAprojectstrategydocumentrespectively

4. Finally,presentthee-TransformationCommitteeorequivalentforapproval.

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4. S

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4. Stage 2 - Develop EA Project Plan4.1 Stage summary

HavingestablishedanapprovedEAProjectStrategy,thegovernmentagencyhastocarryoutthedetailedplanfortheEAproject.ThisstagedescribesthekeyactivitiesinvolvedindevelopingandobtainingapprovalfortheEAproject.

4.2 Stage purpose

ThegovernmentagencyhastostructureandformappropriateEACoreteam(s)anddevelopthedetailedEAprojectplan.Thefollowingspecificexpectedoutcomesfromthisstageare:

1. Clarifyrolesandresponsibilitiesofmanagementandthevariousworkingteams

2. ClarifythegovernanceandmanagementofEAinthegovernmentagency

3. Obtainmanagementapprovalandcommitmentonthegoals,schedulesandresourcesto

developandimplementtheEA.


ThisstagebeginswiththeendorsementorapprovaloftheEAProjectStrategyinStage1.


Table4-1liststhekeystepsinStage2.

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Stage /

Step NoDescription Deliverable

2 DevelopEAProjectPlan GovernmentAgency’sEAProjectPlan

2.1 UponapprovaloftheProjectStrategy(Step1.4),proposeandsetupthevari-ousEAcommitteesandteamssuchasEAGovernanceCommittee,EAWorkingTeam,Business-DomainWorkingTeamandtheITWorkingTeam.

ApprovedEAcommitteesandworkingteamsbythee-TransformationCommitteeorequivalent

2.2 FinalizetheEAdevelopmentapproachsuchasscope,budget,schedule,andincludingoutsourcingorinsourcingoftheGovernment Agency’sEAimplementation.AlsoincludetheadoptionofEAcultureintoallaspectsofbusinessandITplanningandreviews

ApprovedEAdevelopmentapproachbye-transformationcommitteeorequivalent

2.3 UponapprovalofSteps2.1&2.2,theEAworkingteamwilldocumentthedetailedEAProjectPlan

DraftEAprojectplan

2.4 PresentandobtainapprovalfortheEAprojectplan

ApprovedEAprojectplanbytheEAGovernanceCommittee

Table 4-1: Stage 2 steps

4.4.1 Step 2.1 Set up EA committees and working teams

Thefirstactivityistosetupthenecessarycommitteesandworkingteams.Dependingonthegovernmentagency’sEAgoalsandscope,thetypeofcommitteesandworkingteamsmayvary.Although every government agency has an e-Transformation Committee that oversees theoveralldevelopmentandprogressofthee-Governmenttransformation,thereisaneedforanEAgovernancecommitteetooverseeanddirecttheprogressoftheEAdevelopmentproject.EAisoneofthemainenablersforaneffectivee-Governmenttransformation.Typically,oneofthee-transformationcommitteemembers(i.e.themainEAsponsor)willchairtheEAgovernancecommittee.Table4-2liststhecommoncommitteesandworkingteamsforagovernmentEAdevelopmentproject,whileFigure4-1showsaexampleEAorganizationalstructure.Notethattheseareonlyrecommendations.GovernmentagencieshavetofindthebestorganizationalstructureforitsEAproject.

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S/NoName of

Committee / Working Team

Responsibilities Members

1 EAGovernanceCommittee

a. Steersandprovidesstrategicgovernmentagency-widedirections

b.Empowerstheworkingteamswithaccount-abilitiesandresources

c.MakesstrategicdecisionsonEArecommen-dationsthataffectthewhole-of-govern-mentagency(includingitsbranchesifany)

d.Raiseupmattersorissuesaffectinggovern-mentagency-wideandinter-agencycol-laborations

e.ReviewsandendorsestheEAProjectplans,frameworksandreferencemodels

f.Reviewsandapprovesstrategicpoliciesandactionsas

recommendedbytheEACoreTeam.

Thegovernmentagencye-TransformationCommittee(ifexist)canalsoplayanotherroleastheEAGovernanceCommittee.Alternatively,themembersrecommendedare:

i. DeputyUnderSecretary/DeputyCEO/DeputyDGasChairperson(basicallythe2ndhighestpersoninthegovernmentagency)

ii. CxO(s)

iii.CIO/ITDirector

iv.ChiefArchitect(couldbeanoutsourcedrole)

v. Directorsofcore businessfunctions.

2 EACoreTeam a. Architectsthegovernmentagency’sEA

b.DevelopsEAframeworkandreferencemod-els

c. Recommendsstrategicdirections,policiesandprojectsforthewhole-of-governmentagency.

i. ChiefArchitect

ii. BusinessArchitect

iii.ApplicationArchitect

iv.DataArchitect

v. TechnologyArchitect

vi.EAWorkingTeammembers(seebelow).

3 EAWorkingTeam a. DevelopsthevariousEAReferenceModelsand Standards

b MaintainstheEA artifacts

c. Providestrainingsandawarenesstothegovernmentagency.

i. Businessdomainexpertsin+thecoregovernmentagency’sfunctions

ii. ITManager

iii.ITengineerwhoisinchargeofinfra-structureandtechnologymatters

iv.DatabaseAdministrator(DBA)

v. ApplicationAnalyst.

Table 4-2: Typical government EA committees and working teams

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Someimportantnotes:

1. EAprojectisnotonlyaboutIT.Hence,itisimportantthatsufficientstafffromthebusinessdo-

mainsareinvolved.Thebusinessdomainsexpertsshouldbeexperiencedandhavegooddetailed

knowledgeaboutthegovernmentagency’smainbusinesses.

2. Itisalsorecommendedtogetthebusinessexpertswhoareinchargeofthecoree-servicesand

customer/citizenservicerelationship(ifany)

3. AsfortheITstaffmembers,theyshouldbeexperiencedandareleadingspecificteamssuchas

infrastructure,databaseandapplications.

Figure4-1illustratesanexampleoftheEAorganizationalstructure.

Figure 4-1: Example of EA organizational structure

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Inadditiontotheorganizationalstructureofthecommitteesandworkingteams, it isalsoanecessity to define basic governance ormanagement processes relating to the approval ofprojectsandactivities.Thetablesbelowprovidedifferentgovernance/managementareasforconsiderationsandexamplecasesuseingovernmentagenciesrespectively.Formoredetailsongovernance,pleaserefertothesection“ContinuousGovernance”,

Management Field Key Content

ProgramManagement

1. TracktheprogressoftheEAproject

2. ProvideupdatestotheEAGovernanceCommittee

3. Highlightoralertissuespertainingtoschedule,resourcesandbudget.

ChangeManagement

1. EnsurequalityofcontentintheEAdeliverablesandartifacts

2. Controlandapprovechangesandpublishingofartifacts

3. Agreeonremovalordeletionofobsoleteartifacts.

PerformanceManagement

1. AnalyzeandreviewimpactofEAonthegovernmentagency

2. MeasuretheusefulnessofEAindifferentaspectsandoperationsofthegovernmentagency

3. ApprovetheareasofimprovementasdescribedintheEA’srecommendations.

CapabilityManagement

1. Identifyskillsfordevelopmentinthegovernmentagency

2. Identifydepartments,divisionorbusinessfunctionsthatrequireincreasedorimprovedcapabilities

3. Approveontrainingprogramsandincentives.

Table 4-3: Governance / Management fields

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Government Agency Management Scope

TheMinistryofAAA

•EAprogressmanagementgroup

•EAprogressmanagementprocedure

-Progressmanagementprocedure,changerequest·re-view,decision-makingonchanges,EAsynchronization,EAre-composition,EArelease

TheMinistryofBBB

•EAmanagementgroup

•EAworkplanning

-EAprojectplanning,EAobservance,EAchange,EAusesup-port,EAsystemoperation,EAassessment

•Managementsupporttool

-managementguideline,trainingplanning,changemanage-ment,transitionplan,performancemodel

TheMinistryofCCC

•EAmanagementgroupplan

•EAmanagementprocess

•EAmaturitymodel

•EAmanagementguideline

Table 4-4: Examples of governance / management fields in government agencies

Theserecommendationsoncommittees/workingteamsandgovernanceprocesseshavetobeapprovedbythee-TransformationCommitteeorequivalent.Onapproval, thesecommitteesandworkingteamscanofficiallyembarkonthedetailedEAdevelopmentwork.Pleaserefertothe‘ContinuousGovernance’sectionformoredetails.

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4.4.2 Step 2.2 Finalize EA development approach

TheresultofStage1was thehigh-levelEAProjectStrategydevelopedbyasmallgroupofindividuals.AsEAisawidetopicwithmanyfactors,itisaprudentapproachtodevelopamoredetailedEAProjectPlanwithinputsfromvariousperspectiveswithinthegovernmentagency.

WiththesetupofthevariousEAcommitteesandworkingteams,theofficialEAworkcanbegin.TheEACoreTeamandthevariousworkingteamscanmeet,discussandfinalizeonthefollowing:

1. EA Objectives / Goals

AgreeontheprimaryobjectivesorgoalsoftheEAproject.TheinitialobjectivesorgoalsdefinedintheEAProjectStrategyhavetobereviewedanddiscussedwiththenewmembersintheEACoreTeamandworkingteams.ItiscommonthattheEAobjectivesorgoalsareand/oramended.

2. EA Scope

TheEACoreTeamandworkingteammembersneedtohavedetaileddiscussiononwhatentailstheEAdevelopmentscopeforthegovernmentagency.TheEAscopewillaffecttheresourcesrequired,timeandbudget.Withinputsfromdifferentmembers,thereisatendencythatthescopecanbespecific.Thegovernmentagencyalsohastoconsideragradualorconsolidatedscopingi.e.todoeverythingintheEAatonceortobuildtheEAgraduallyovertime.TheEACoreTeamorChiefArchitecthastonormalizeorfindabalanceintheEAscoping.BelowaresomeexamplesoftheEAscopes.

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Item Specific Scope

Current

/Target

Architecture

1. WhatwastheprimaryPurposefordevelopingEA?

2. IstheprimarypurposetodevelopfuturebusinessandITblueprints?

3. IstheprimarypurposetomanageeffectivelythecurrentITresources?

Architecture

Scope and

Level

1. AnagencywithnoEAexperiencewouldbetteroffwithagradualapproach.

2. TheT-approach(overallarchitecting+in-deptharchitectingoncer-tainareas)canbetakenasneeded.

3. GradualscopingappropriatetoEApurposes

4. Acurrentarchitectureshouldbedetailedenoughtoperformanoverallanalysis.Targetarchitectureshouldbedrawnattheplannerlevelandcontaindetailsdowntothedeveloperlevel.

Business/Application

/Data/Technology/Security

1. Isbusinessprocessimprovements?

2. IsthereaneedtoalignITprojectswiththebusinessobjectives?

3. Isadatarenovationsuchasdatastandardizationordatasharingurgent?

4. IsthereanurgentneedforITstandardizationorITassetmanagement?

Table 4-5: Examples of EA scope

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Gradual Scoping Examples

1

a.Onsomedomains(Strategy,Business,ITetc.)

b.Vision/Principles,Framework,ReferenceModels

c.CurrentandTargetArchitecture

d.TransitionPlan

e.Training/Promotion

2

a.Onalldomains

b.CurrentandTargetArchitecture

c.TransitionPlan

e.EATool

f.Training/Promotion

g.EAMaturityLevelAssessment

3

a.EAUseandManagementPlan

b.GuidelineRevision

c.ReinforceEAEnvironment

d.Training/Promotion

e.EAExpertise(InternalArchitects)

Table 4-6: Examples of EA gradual scoping

3. Development Approach

InStage1,theEAStrategyhasprobablydescribedthedevelopmentstrategy.Thisistypicallyaphasedapproachsuchasbottom-up,top-downormixed.Inthisstage,theEACoreTeamandotherdevelopment teamshave to reviewand furtherdiscuss thebestapproach taking intoconsiderationthechangesmadetotheEAscope.DependingontheactualEAvaluepropositionorpurposes,thefollowingarerecommended:

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S/No EA Objectives / Values Strategy

1 Understandingagency-wideperspectiveonissues,problems,challenges,etc.

CarryoutbothbusinessandITlandscapestudies.Thisin-formationarevaluableforbothbusinessandITplanningactivities,andtheyarepre-ambletotheEAactivities.

2 ITStandardizationespeciallyforinfrastructure,databasesandapplications

DevelopthetechnologyArchitectureincludingITstan-dards andguidelinesasthefirstmajorEAdeliverable.

3 TuningandConsolidationofITInfrastructure

Develop the Technology Architecture including IT stan-dardsandguidelinesasthefirstmajorEAdeliverable.Inparticular,architectforsharedandconsolidatedITinfra-structure environment. Use Return-on-Investment (ROI)asafinancialjustificationfortheconsolidationexercise.

4 Consolidatingdataelementsanddataexchange

DeveloptheData/InformationArchitectureasthemaindeliverable.However,needphysicalsolutionsuchasnet-work, databases, storages, etc. Recommended to nextdeveloptheTechnologyArchitectureandthenimplementthedataconsolidationexercise.

5 Applicationconsolidation Develop the Application Architecture. However, needphysical solution such as servers, databases, storages,etc.RecommendedtonextdeveloptheTechnologyAr-chitectureandthenimplementtheapplicationconsoli-dationexercise.

6 Businessandserviceimprove-ment,delivery

First, develop the Business Architecture. Documentall thekeybusinessprocessesandservices.Developamethodologytoselectbusinessprocessesandservicesforimprovements.RecommendedtodeveloptheAppli-cationorTechnologyArchitecturesubsequently.

7 Reviewingandimprovingmajorprogram

Ensure that theprogramscope isclear.RecommendedtodeveloptheBusinessArchitecturefirst.TheotherIT-relatedApplication,Data and Technology architecturescanstartinparallel.

8 BusinessandITAlignmentandInvestment

RecommendedtofirstdeveloptheTechnologyAr-chitecture.Next,developtheBusinessArchitecture.Ifpossible,alsodeveloptheApplicationArchitecture(butifthisisnotpossibleduetotime,thensimplyliststheentireapplicationinventorytoestablishthebusi-nessfunctionandapplicationrelationship).Carryoutagapanalysisstudyandproviderecommendationsforimprovements.

Table 4-7: Development approach recommendations

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4. BudgetReview,analyzeandre-estimatetheinitialbudgetfromStage1.TheEAscopeaffectstheoveralldevelopmentbudget.Timeandmoneyneedtobebudgetedproperly,sinceEApracticeisongoingandvariable.UpdatetheEAbudgettakingthefollowinginformationforconsideration.

Budget Category Budget Description

EADevelopmentBudget 1. EAdevelopmentscopeCurrentArchitecture,TargetArchitecturedevelopmentscopeEntire/Partial,Organizations/ProjectsBusiness/Application/Data/Technology/SecurityReferencemodeldevelopment scope

2. EAtoolcost,Software/Hardwarecost(It’spossibletodostep-by-step planningandbudgetingfortheEAdevelopment,EATool)

EAManagementBudget 1. EAmanagementtargetscopeandbudget

2. EAreportingorbusinessintelligencetoolcost

EA Training And Pro-motionBudget

1. EAtraining,workshopbudget

2. EApromotionbudget

Others 1. Externalexpertisecost,etc.

EAMaintenanceCosts 1. EAmaintenance

2. EAhardwareandsoftwaremaintenance

3. EAtoolmaintenance

4. EAreportingorbusinessintelligencetoolmaintenance

Table 4-8: Budget categories for consideration

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5. Roadmap

Acriticalreviewofthemilestonesorscheduleisnecessary.TheEACoreTeamandworkingteamshavetolistandprioritizetheexpectedEAdeliverablesbasedontheEAscope.Considerationsaffecting the schedule includesalignment to the2ndSaudie-GovernmentActionPlan, thegovernmentagencyplansandanyneed for compliancewithSaudiGovernmentpoliciesorprojects.

Atthisstage,appointaProjectManagersothattheEATransitionRoadmapcanbepreparedjointlywithEACoreTeam.FromtheEATransitionRoadmap,thenextstepwilldevelopadetailedProjectPlan.BelowareexamplesofEATransitionRoadmap.

Figure 4-2: Example of EA transition roadmap

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6. Usefulness of EA

ThefinalpartoftheEAdevelopmentapproachistodescribetheusefulnessofthegovernmentagency’sEAthathastomatchwiththeoriginalEAValueProposition(s).Thus,theEACoreTeamandworking teamshave todiscussand list theusefulnessofEAespecially for thedifferentstakeholders.Table4-9describessomeoftheusefulnessofEA.

Usefulness Key Content

UseinITplanning 1. Checkprojectoverlapping,reuse,criteriacompliance,etc.inthevisionof

wholeagency

2. Checkalignmentwithagency’svision,purposes,andtargetarchitecture

3. ReflectonITinvestmentdecisionandrelations.

Useinprojectexecution

1. Identifywork status, IT systems status, target system requirements,

target of reuse, target of shared use, standardization requirements,

etc.andreflectthemonbusinessplan,workinstruction,etc.

2. ITentrepreneurcananalyzeworkstatus&ITstatusbyusingcurrentar-

chitectureand,hecanperformbusinessbyusingEAprinciples,reference

model,targetarchitecture,etc.

UseinITresourcemanagement

1. ApplyEAprinciples, referencemodel, standard,etc. to IT resources

management, such as their identification, standardization, reuse,

implementation,disuse,etc.

UseinBusinessProcessRe-Engineering

1. EAcanidentifyareasforBusinessProcessRe-Engineering,andtobuilda

roadmapforautomationofthosebusinessprocesses,insuchacasethe

focuswouldbemoreontheBusinessDomainofEAandlessfocusonthe

otherdomains.

Table 4-9: Description on the EA usefulness

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Table4-10belowlistsaresomecommonexamplesofEAusefulnessmappedintocategories.

Category EA Usefulness Examples

IT&InvestmentPlanningAlignment

PrioritizeITprojects

EnsurenoduplicationofITorotherprojects

MergeEAtransition/implementationplanwithITplan

Identifybusinessareasandservicesforimprovements

BudgetITandrelatedprojects

Identifyareasandprojectswithhighcapitalandmaintenancecosts

InformationAlignment

Alignbusiness(thruBusinessReferenceModel)withfinancialsystems

Alignbusiness(thruBusinessReferenceModel)withknowledge-basedandcontentmanagementsystems(includingcontentonwebsitesandmobileapplications)Alignbusinessandallapplicationsystemsthruuseofstandarddatarepositoryanddataexchanges(thruDataReferenceModel)

BusinessImprove-ments

Identifybusinessprocessesandservicesthatneedtomeetthestan-dardperformance(definedinPerformanceReferenceModel)

Identifyandimprovebusinessprocessesandservices(thruBusinessReferenceModel)

ITProjectPlanning ITprojectvalidityreview

DevelopITmasterorannualplans

DevelopITprojectplansthatarealignedwithITmasterplanandEATransitionRoadmap

ITProjectExecution DefinescopeandrequirementsbasedonEAinformation

DesignsolutionsbasedontargetarchitecturesProgrammanagevariousITprojectsusingEAManagementSystem(EAMS)

Audit ExtractauditchecklistitemsfromEAinformation

PrepareforauditwithalltheenterpriseinformationavailableinEAMS

ITEvaluation EvaluateITprojectdeliverablesagainststandardsandpoliciesdefinedinEAPostevaluationagainstEAperformanceindicators

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Infrastructure Op-erations

Checkforcomplianceagainsttechnologystandards&guidelinesdefinedinTechnology,DataandApplicationarchitecturesCaptureinfrastructureinventoriesbasedondefinitionsinTechnologyArchitecturePlanforimprovements,migrationandtechnologyrefreshofhard-wareandsoftwarebasedonpoliciesandstandardsdefinedinEA

Table 4-10: Examples of EA usefulness categories

Table4-11listexamplesinthesomeagencies.

Government Agency Use Scope

TheMinistryofAAA

• Medium-andlong-termITplanandITinvestmentplan

• Establishmedium-andlong-termITplan&ITinvestmentplan.Re-viewthevalidityofITinvestmentplan

• ExecuteITbusiness

• ITplandevelopment,businessprogressandreview.

TheMinistryofBBB

• SelectITprojectandITinvestmentplan

-Businessprocessimprovement,ITplanning

• Projectplandevelopmentandcontract

-Businessplanningandentrepreneurselection

• EstablishITsystem

-ITsystemdevelopment

• OperateITsystemandmanagetheasset

-Systemoperation,ITassetmanagement.

TheMinistryofCCC

• ITplandevelopment

• Budgetplanningandadjustment

• Directionsettingforfuturetech-nologies

• DecisionofhowtointroduceITtechnology

• Projectmanagement

• InfrastructureImplementa-tionandmaintenance

• ITassetmanagement

• ITsystemoperation

• Informationprotectionandsecurity

• Informationrecoursessharing

Table 4-11: Examples of EA usefulness

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PresenttheEAdevelopmentapproachtotheEAGovernanceCommitteeforapproval.

4.4.3 Step 2.3 Document detailed EA project plan

HavingobtainedtheEAGovernanceCommittee’sfeedbackandapprovalontheEAdevelop-mentapproach,theteamcanstartdocumentingthedetailedEAProjectPlanthatwillelabo-rateontheobjectives,scope,schedules,fundingandprojectmanagementdetails.Theprevi-ousoutputs,suchastheEAdevelopmentapproach,willbeusetopreparetheEAProjectPlanthatwillbeusedtotrackandmonitortheprogressofallthekeystepsandactivitiesinthedevelopmentofthegovernmentagency’sEA.

Followingisanexampleformatforprojectplan.Itisalsoadvisabletopreparethedetailedproj-ectschedulebasedonMicrosoftProject.

1.EAInitiativeOverview

A.BackgroundandRationale

• SpecifybackgroundandrationaleofEAprojectplan,accordingtodomestic/overseasenvi-ronmentchanges

• Specifyagency’sITstatusandEArationaleinordertosolverelativeissues

• SpecifybackgroundandrationaleofEAprojectplaninaviewofagency’sgoalstobeachievedbyEAimplementation⋅development

B.Provision

• Writedownservice/process’simprovementwhichcanbemadebyEAafterEAimplementation

C. Scope

• SpecifyscopeofEAdevelopmentproject

• SpecifyingEAproject’skeycontents&EAdevelopmentscope,sincedetailedprojectscope/contentscanbewrittendownin‘RequestforProposal’

D.Expectedoutcome

• Writedownqualitative,quantitativeexpectedoutcomesmadeaftercompletingEAproject

• Itisrequiredtopresentclearlyexpectedoutcomestheagencywantstohavethroughtheprojectsincetheyarerelatedwithproject’soveralldirection.

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2.CurrentStatus/Issues

A.BusinessStatus

• Presentaworkdiagramwhichshowswholeworkinordertounderstandagency’soverallworkcomposition

• Specifytaskname,taskoverview/function,performinggroup,relatedagency,etc.whichareincludedintheproject

• WritedownachartoftheVendorwhichperformstheprojectintheagency

B.ITStatus

• Writedownastofigureoutagency’soverallITstatus

• Writedownapplicationsystem’sprofileinordertofigureoutthesystem’soverallsizeandservicecontents

• Writeitdownwithitsbasicspecㅡhardware(server,disarray),etc.ㅡinordertofigureouttools’overallsize

• Writedowninformationwithwhichconnectionstatuswithexternalsystemscanbefiguredout

C.CaseStudy[OptionalComponent]

• Describecontentsaboutdomestic/overseasEAprojectcases

• Describeimplicationsafteranalyzingdomestic/overseasEAprojectcases

D.Issues/Solutions

• Describeissuesintermsofagency’sbusiness,data,application,connectedtechnology,ITmanagementsystem,etc.byusingresultsofBPR/ISP,etc.

• Describeissues,limitations,etc.whichtheagencyhaswhenEAimplementation/operation

• Describesolutionstosolvetheissues

3.ProjectManagementA.Goals/Directions

• Describeagency’svisionpolicygoals

• DescribeoverallEAprojectgoalsandspecificgoalswhichcanbeachievedbytheproject

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[ExampleofProjectPurposesbyanAgency]

Keyword TheMinistryofAAA

TheMinistryofBBB

TheMinistryofCCC

TheMinistryofDDD

TheMinistryofEEE

CommonuseofInformation O O

Interoperability O O

ITSystemDevelopment O O O

ConnectionofWorkwithIT O O O O O

UsingasaInnovationTool O O

EAImplementationBaseDevel-opment

O O

ITBaseDevelopment O O O

Standardization O O O

B.ProjectStrategy

• Describeprojectstrategiessuitabletoagency’scharacteristics

• Describeprojectstrategiesastodrawsuccessfactorsfromtrialprojectsandothercasestud-iesandthen,performtheproject

• Describewhetherstandardfactors⋅suchasnationalEAstandardframework,referencemodel,standardartifactmetamodel,etc.⋅isappliedornot

• DescribewhethertechnologyassessmentstandardsYEFI,NEAFramework,NORAetc.isobservedornot

C.Organization/Process

• Describerequiredorganizationalstructureandtheirroles

• IncludeCIO,ArchitectureCommittee,ChiefArchitect,EACoreteam,etc.intotheagency

• DescribestructuredEAprojectplanning’sresponsibility/roles

D.Schedule

• Markproject’stotaltimerequired,contactperiod,phase,mainevents,(beginningandcom-pletingsession,workshop,lawamendment,thefirstdayofservice,publichearing,etc.)etc.

4.ProjectDescriptionA.ProjectOverview

• Explaintheproject

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B.ProjectDetails

• Describedetailedprojectcontentsbyeachscope

• Describedetailedprojectcontentsbyeachphase

C.SystemDevelopment

• Describeadiagramoftargetsystem,keyfunctions,andcompositionsforEAMSdevelopment

5.Resources/BudgetA.Budgeting(long-term)

• Describetotalbudgetmadeduringtheproject

• Describehowtosecurebudget

B.Budgeting(fortheyear)

• Describerequiredbudgetbasedontheyear’sprojectscope

• Describerequiredbudgetoftheyearindetailaccordingtotypesuchasservicecharge,costofsystemsetup,purchaseoftools,etc.

• Describeestimationstandardandestimatedcontentsindetail

6.EAUse/ManagementA.EAUse

• Describeuseplan,suchasusepurpose,usescope,etc.whicharedefinedtouseEAinformation

B.EAManagement

• Describemanagementsystem,managementpurpose,managementscope,etc.whicharedefinedtomaintainEAinformation

Figure 4-3:ExampleformatforEAprojectplan

4.4.4 Step 2.4 Present and obtain approval for the EA project plan

Preparethepresentationslidesandreviewthem.Itisgoodtodoapresentationtoanyinter-estedstakeholdersfirstsuchasCIOorITdepartmentandabusinessdepartmentfortheirfeed-back.FinallypresentandgetapprovalfromtheEAGovernanceCommittee.

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Co

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nu

ou

sG

ove

rnan

ce

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5. Continuous Governance5.1 Purpose of governance

WiththeapprovedEAprojectplanbytheEAGovernanceCommitteeinthepreviousstage,theEACoreandworkingteamscanembarkonthedetailEAwork.AsEAisamassiveandlong-termproject, thereareboundtobemanychallengesand issues. It isvital, therefore,thattheEAgovernanceworkisalsoaddresstoensurethesuccessoftheproject.

ThepreviousstagehasdefinedherolesandresponsibilitiesoftheEAGovernanceCommittee.Hence,thepurposeoftheEAgovernanceisveryclear,i.e.tosteeranddirecttheEAprojecttosuccessfullymeetthegovernmentagency’svision,missionandstrategicgoals.RecommendedthattheEAGovernanceCommitteereporttothee-TransformationCommitteeoroneofthee-TransformationCommitteememberstochairtheEAGovernanceCommittee.

5.2 Outcomes of governance

Theoutcomesofthecontinuousgovernanceare:

1. Up-to-dateprojectreportingonschedules,budget,progressandchallenges

2. Pro-activeandtimelyreviewofdeliverablesandartifacts(insteadofreactivemanagement)

3. Top-downtransparencyinsolvingchallengesandissuesacrossthegovernmentagency

4. Effectivemanagementofresourcesinthegovernmentagency.

5.3 Governance initiation

Thegovernmentagency’se-TransformationCommitteestarted thegovernanceby reviewingandapprovingtheEAProjectStrategyinStage1.TheEAgovernanceofficiallystartedwiththeformationoftheEAGovernanceCommitteeinStage2.NotethattheEAgovernanceisacon-tinuousactivityaffectingallstages.

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5.4 Key areas in EA governance

ThekeyareasinEAgovernancearelistedinTable5-1.

Stage /


All ContinuousGovernance SuccessofGovernmentAgency’sEAProject

1. TrackandmonitorthekeyactivitiesanddeliverablesoftheEA.HighlighttoEAGovernanceCommitteeonpotentialdelays,changesinscope,andlackofresources

ProgrammanagementofGov-ernmentAgency’sEAimplemen-tation

2. ManagetheintroductionandchangestothevariousactivitiesintheEA.Inparticular,carryoutactivitiesonEAawarenessandpromotion

ChangemanagementespeciallyonawarenessandpromotionofGovernmentAgency’sEA

3. ManagethecapabilityrequirementsfortheEAimplementationthatincludestraining,changestojobscope,andreviewofdivision/departmentorganizationalstructures

Capabilitymanagementontheprogressiononthegovernmentagency’scapabilitiestocarryouttheEAProjectplans

4. Managethepoliciesandregulationsre-quiredtoimplementthedifferentfactorsoractivitiesoftheEAinthegovernmentagency

Policymanagementonthepoli-ciesandregulationsrelatingtotheEAexecution

5. ManagetheperformanceoutcomesoftheEAinthegovernmentagency

Performancemanagementonthemetrics,KPIsandoutcomesoftheEA

Table 5-1: Continuous governance steps

AsEAaffectsthewholeofthegovernmentagency’sfunctions,andnotmerelyIT,itisvitalthattheEAGovernanceCommitteehas tocarryout itsgovernance functions throughout theEAlifecycle.

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The EA governance covers five areas as summarized in Figure 5-1 - programmanagement,changemanagement,capabilitymanagement,policymanagementandperformancemanage-ment.Notethatthesefivemanagementareashavetobeplannedandexecutedtogetherratherthaninsequence.Throughprogrammanagement,whichactsasacentralmanagementarea,specificprojectsandtaskscanbeplanned,scheduledandmonitored.Detailsofthesegover-nanceareasaredescribebelow.

Figure 5-1: Five Aspects of EA governance

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5.4.1 Program management

TheEAwillbeacontinuousjourneywithdynamicchangesaffectingdifferentpartsofthear-chitecturesandreferencemodels.TheEAalsorecommendsinitiativesthatrequiretimetode-velopandfullyimplemented.

TheEACoreteammustprogrammanagetheEAjourney.Thefollowingarethekeyactivities:

1. Updatetheprogramplanforthemaininitiativesandprojectsresultingfromthedevelopment

phases,inparticularthetargetarchitectures

2. BriefandproposeonwhatandwhentoalerttheEAGovernanceCommitteeforactivitiesand

projectsthataredelayed,facedcomplexissuesorrequireadditionalresourcesandfunding

3. Havearegularmeeting(e.g.monthly)toupdatetheEAGovernanceCommittee

4. Havearegularmeeting(e.g.weekly)amongtheChiefArchitect,EACoreteamandworkingteams

5. Wherepossible,todelegateonespecialiststafftomanageonebigprogramorprojectsuchas

changemanagement, capabilitymanagement, policymanagement andperformancemanage-

ment.

5.4.2 Change management

BeforeEAexists,thegovernmentagencyhasbeenorganizing,planningandexecutingprojects(bothbusinessandIT)intypicalmanualandreactivefashion.TheintroductionofEArequiresbigchangestothegovernmentagencysuchasorganizationreview,integrated&strategicplan-ning,andmakingdecisionsone-Governmenttransformationprojectsinastructuredandtime-lyway.Thus,changemanagementisnecessaryforthesuccessoftheEAexecution.

Basis for change management

Theplans for the long-termchangemanagement requireapproval fromtheEAGovernanceCommittee.Inaddition,constantupdatestotheEAGovernanceCommitteeandeventotheothertopmanagementinthegovernmentagencyisrecommended.Thisistoensurethattopmanagementorthee-TransformationCommitteeisawareoftheprogressandchangestotheEAprogram.

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TheEAValueProposition-aspartoftheEAStrategy-wasprepared,presentedandapprovedbythetopmanagementore-TransformationCommitteeinStage1.Theteamcanuseandup-datethisdocumentasthebasisforEAchangemanagement.Inparticular,theEAchangeman-agementhastoaddressthefollowing:

S/No Stakeholders Why EA?

1 TopManagement a.Meetstrategicgoals

b.ImprovesITspendingandinvestments

c.CompliancewithSaudie-GovernmentActionPlan

2 BusinessOwners a.Improvesbusinessefficiency&effectiveness

b.Increasesnumberofe-services

c.Betterservicestocitizensandbusinesses

3 ITStaff a.PrioritizeITprojects

b.QualityITdeliverables

4 OperationsStaff a.Improvespersonalworkefficiency

b.Better,integratedworkprocesses

c.Betterservicestocitizensandbusinesses

Table 5-2: Need for EA change management

Scope of change management

ThedevelopmentandupdatesoftheEAartifactsordeliverablesarepartofchangemanagement. Theseartifactshavetobeproduced,reviewed,amended,published,communicatedandmain-tained.More importantly,changemanagementcoverstheawarenessoftheEAproject,andthepromotionofEAasastrategictransformationenablerforthegovernmentagency.WhenallemployeesunderstandaboutEA–fromtopmanagementtotheoperationsstaff–onlythencanEAbeasuccess.

Inshort,changemanagementhastoaddressthreekeyareas–EAartifactsmanagement,EAawarenessandEApromotion.

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1. EA Artifacts Management

Asearlyaspossible(atleastbyStage4i.e.developEAFramework),theEACoreteamhastoestablishartifactsmanagementprocessesandstandardsthatwillensurequalitydeliverablesaredocumented,updatedandapproved.Themainprocessesare:

a.Artifactreviewandapprovalmanagementprocess

b.Artifactreleasemanagementprocess

c.Artifactchangemanagementprocess

d.Artifactcompliancemanagementprocess.

TheEACore teamhas todevelopminimally theabovemanagementprocesses.Below isanexampleofonetheprocesses.

ArtifactReviewandApprovalManagementProcess

AstherewillbemanyartifactsanddocumentsproducedinthecourseoftheEAdevelopment,itisnecessarytohaveastandardprocesstoreviewandapprovethevariousdocuments.Itisassumedthatthegovernmenthasitsownversioncontrolprocessinplace(whichisnotcoveredinNORA).Figure5-2illustratesanexampleprocessforthereviewandapprovalofartifacts.

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Figure 5-2: Example of artifact review and approval process

Inthisexample,therearefourreviewsbeforethefinalapprovalfortheartifactordocumenta-tion.Eachreviewstartsbychecking-outtheartifact.Thefeedbackforeachreviewiscollectedforamendment.Notethateachreviewmayhavemultipleoccurrences.Thebasicdescriptionofthereviewsareasfollows:

a. Core team review

MainlytheChiefArchitectandtheEACoreteammemberswilldothefirstreview.Thisreviewistoensureaccuracyofcontentandtheinter-relationshipswithotherEAartifacts.

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b. Working team review

Theworkingteammemberscanthenreviewforapplicabilityastheyareawareofthespecificrequirementsandoperationalimplications.

c. External review

Thethirdreviewisbyanexternalteamthatmaybewithinthegovernmentagencyorevenoth-ers.Thisreviewistogetinputsfromstakeholders.

d. EA governance committee review

Finally,thegovernancecommitteewillbepresentedwiththeartifactfortheirreviewandcom-ments.

Foreachofthefourreviews,theEACoreteammembershavetodothefollowingeditorialtasks:

i. Fromthefeedbackobtained,updatetheartifactordocument

ii. ‘Scrub’theartifactordocumentforbasicqualitysuchasgrammar&spellcheck,formatting,fonts,etc.asdefinedintheEAdocumentationstandard

iii.Validatetheartifactordocumenttoensurethatcorrectnessofbasiccontentincludingcom-pliancetotheEAdocumentationstandard

iv. Thisisfollowedby‘proofread’.Thisstepistoensurethatthecontentcanbeunderstood

v. Finally,theartifactordocument isverifiedtoensurecorrectnessofcontentandits inter-relationshipswithotherartifacts

vi.Theartifactordocumentisthencheck-in.

2. EA Awareness

TheneedandimportanceofEAhastobecommunicatedtoallthegovernmentagencystaff,inparticulartothestakeholders identifiedabove.Awarenesscampaignssuchaspresentations,workshops and seminars canbe conducted. It is recommended that the EACore teamandworkingteamsdiscussedthemosteffectivewaystoexecutetheawareness.ThetablesbelowshowexamplesofhowandwhatcontentaretobeprovidedintheEAawarenesssessions.

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Awareness Method Target Audience Frequency

Presentation(includingupdatesonEAProgram)

TopManagement Quarterly

Presentation ITManagement Once

Presentation BusinessOwners Once

Workshop IT&BusinessStaff Quarterly

Table 5-3: EA awareness methods

Awareness MethodEstimate

DurationSuggested Content

Presentation(TopManagement) 1hour

i. EAGoals&Objectives

ii. NeedforEAinGovernmentAgency(i.e.benefits)

iii.EATransitionRoadmap

iv. SynergizeEAwithStrategiesandInvestmentDecisions

v. ProgressUpdate

Presentation(ITandBusinessOwn-ers)

2hours

i. EAGoals&Objectives

ii. NeedforEAinGovernmentAgency(i.e.benefits)

iii.HighLevelCurrentArchitecture

iv.HighLevelTargetArchitecture

v. EATransitionRoadmap

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Workshop 1day

i.EAGoals&Objectives

ii.NationalEnterpriseArchitecture(NEA)forSaudiGovernment

iii.NeedforEAinGovernmentAgency(i.e.benefits)

iv.CurrentIssues&Challenges

v.HighLevelCurrentArchitecture

vi.PossibleSolutions

vii.HighLevelTargetArchitecture

viii.EATransitionRoadmap

ix.HowCanStafforDivisionContrib-utetoEA

Table 5-4: Suggested content for EA awareness

AsEAcanonlybeasuccessifthegovernmentagencystartstothinkandactstrategically,itmaybenecessarytoconductadditionalawarenesssessionstospecificstakeholderssuchasthestra-tegicandfinancedivisions.Thesestakeholdersarepotentiallyrequiredtoconductintegratedstrategicandfinancialinvestmentdecisionsofthegovernmentagency.

3. EA Promotion

Complementingtheawarenessprogramabove,theEAhastobepromotedsothatbothman-agementandoperationalstaffinthegovernmentagencycanidentifythevaluethatEAbringsforth.ItisrecommendedthattheEACoreteamworkwiththemediaorpublicrelationsinthegovernmentagencytofinalizeandimplementthepromotion.ThefollowingarethekeystepsforconsiderationintheEApromotion:

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Activity Description

Purposeofpromotion IdentifytheactualpurposeintheEApromotion.Thismayaffectthescopeandbudgetofthepromotioncampaign

Understand howmanagement andstaffreceivespromotionalmessages

Analyzethetypicalbehaviorwhenpromotionalmessagesarecommunicatedtomanagementandoperationalstaffinthegovernmentagency.Thishelpstodesignthepromotionpackage

Designpromotionkeymessage WhiletherearemanygoalsandbenefitsofEA,theteamneedstodesignashortmessage(s)thatthemanagementandstaffcanunderstand

Designthetagline/logo Finally,designthetaglineorphrasefortheEA.Thisissomethingcatchythatcanbeeasilyremembered.Alsotheteammayconsiderdesigningalogoorspecialdia-gramoftheEA

Determine the effective mediaforpromotion

InadditiontoonlinemediasuchasIntranetandemail,theteamcanconsiderotheroptionsincludingsocialme-dia,videos,physicalpostersandphysicalgifts(e.g.mugs,mouse-pad,andUSBthumb-drive).Typicallythepromo-tionhasanumberofthesecombinations

ProduceandpromotetheEA Withtheaboveinplace,theteamcanfinallyproducethefinalEApromotionpackage

Table 5-5: EA promotion activities

ItisalsohighlyrecommendedtoconductanannualEAseminartodisseminatelatestprogressupdatesandshowthenextprojects inthepipeline.Othergovernmentagenciescanalsobeinvitedtosharetheirsuccessstories.

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5.4.3 Capability management

NotonlydoesEArequiresabigorganizationalchange,butitalsorequirescommitmentofthegovernmentagencytocontinuouslyimproveitscapability–i.e.thoughtprocessesinexecutingwork,improvingskills&experiencesinarchitecting,improvingbusinessprocesses&automa-tion,andinintegratedplanning&decision-making.

Complementingthechangemanagement, thecapabilitiesof thegovernmentagencycanbeclassifiedintothefollowingareas:

1. Enterprise Architecture

Although theChiefArchitect, theEACore teamandworking teamshave completed theEAdevelopment,theEAstillrequirescontinuousmaintenanceandupdates.Hence,fromasustain-abilityperspective,thegovernmentagencyrequiressufficientstafftrainedinEA.

There isaneed forspecialization in thedifferentareasofEAsuchasBusinessArchitecture,ApplicationArchitecture,DataArchitectureandTechnologyArchitecture.Thesespecializationrequiresadditionaltrainingandlearningfromotherarchitects.

2. Business Automation (including efficient use of IT devices)

ThroughEA,therewillbeproperalignmentofbusinessandIT.ToseetheoutcomesoftheEA,however,requireseffectivebusinessautomation.

ItisnotsimplytouseITtoreplacethemanualway.Moreimportantly,itistoreviewandim-prove thebusiness processes, and improve the team/division structure that executes theseprocesses.Capabilitiessuchasabilitytooperateefficientlymobiledevices,businessprocessre-engineering/improvementandorganizationreviewsarerequired.

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3. Integrated Planning

Foramoreeffectiveplanninganddecision-making,EAaidsthereview,planningandmanagingtheprojectsinthegovernmentagency.TheEAtargetarchitecturesandreferencemodelsallowsynergywiththestrategies/actionplansofthegovernmentagency.ThisshouldbethefocuswhentheEAisfullycompleted(pleaseseeExecutionStage).

4. Service-based Outcomes

AsSaudigovernmentagenciescontinuouslystrivetoimprovetheirservicestothecitizens,busi-nessesandgovernmentemployees,itisnecessarytodeliverservice-basedoutcomes.Inotherwords,governmentagencieshavetoconsiderwhatandhowthegovernmentservicescanbeimplementedthatareusefulforthepublic.ThetargetoutcomesofEAareobjects,componentsandservices.Forexample,agovernmentfunctionissupportedbyapplicationsystemsbasedonasetofre-usableapplicationcomponents;inaddition,thegovernmentfunctionismadeupofanumberofbusinessprocessesthatdeliverspecificservicestothepublic.ThroughEA,servicesande-servicesarereadilyidentified.

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Table5-6summarizesthecapabilitiesrequiredinEAexecution.

S/No Capability Description Who

1 Enterprise

Architects

Todesign,architectandimplemententer-priseIT-Businesssolutionsandinitiatives

Suggested Trainings:

i. NEABriefing

ii. TOGAF/FEAForsimilar

iii.Visitsimilargovernmentagency(localoroverseas)tolearnEAexperiences.

StaffwhoknowsbothITandBusiness

2 BusinessProcessRe-engineering(BPR)

Toreview,improveandre-engineertheefficiencyandeffectivenessofbusinessprocesses


i. BPRorsimilar

ii. Visitsimilargovernmentagency(localoroverseas)tolearnhowtheyimprovetheirbusinessprocesses.

BusinessOwners,BusinessProcessExperts

3 IntegratedPlanning

Toplanasagovernment-wideintegratedprogram(ratherthanbydivisionorbyresourcee.g.IT&finance)


i. CorporateIntegrated/CollaborativePlanningorsimilar.

StrategicPlanners,EnterpriseArchitects,BusinessOwners,

CorporatePlanners

4 Public servicedesign

Todesignandimplementservicesthatareneededbythepublic–i.e.citizensandbusinesses.Alsotoprovideoutcomesasservicesinsteadofgovernmentauthorita-tiverequirements


i. Servicevalue

ii. Publicservicedesign

BusinessOwners,OperationalStaff

Table 5-6: Capabilities required in EA

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5.4.4 Policy management

InthedevelopmentoftheEA,theteamswouldhavedifficultiestoidentifythingsasastandardoraguideline.Whilethisisnormal,theEAexecutionrequirespoliciesandregulationstoensureagovernmentagency-widestandardizationandadoptionofthevariousarchitectures/refer-encemodels.

Foreffectivegovernanceormanagement,theEACoreteamandworkingteamshavetoprepareand implement therelevantapprovedpolicies. It is recommendedthat theseEApoliciesbeimplementedinphasesinconjunctionwiththeChangeManagementPlan.ExamplesofpolicyorregulationareasinEAare:

1. EAUsagePlan

2. EAManagementDirection

3. CompliancetoProjectApprovalProcess

4. CompliancetoArchitectures&ReferenceModels

5. CompliancetoTechnologyStandards.

1. EA Usage Plan

WhiletheEACoreandworkingteamsarebusypreparinganddevelopingtheEA,theEAGover-nanceCommitteehastosetcleardirectionsontheeventualusageoftheEA–i.e.whentouseorimplementtheEA(orpartsoftheEA)andwhowillimplementtheEA(intermsofdivisions,departmentsandbranches).

ThetablebelowliststhemainactivitiestoidentifyEAusageplandirectionandscenario,whilethesubsequentdiagramshowsexamplesofEAusagedirection.Clearpoliciesordirectionstate-mentscanbedefinedandbecommunicatedtoallpartiesinthegovernmentagencyontheus-ageofEA.TheactualdevelopmentofthedetailedEAUsagePlanistypicallycarryoutinStage 9.

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S/No Activity Description

1. Identifyusageplandirection

• IdentifyEA usage cases from the EA best practices and trends

• IdentifyEAusagetypes based on EA requirements and the result of bestpractices analysis

2. Identifyusagescenario

• IdentifyEA usage scenario from best practices and trends

• EA usage scenario can be developed by merging of use cases and identifying of EA requirements

3. DefineEAusageplanpolicyorregulation

• Drafttherelevantpoliciesorregulations

• Reviewandobtainfeedback;carryoutrelevantupdates

• ObtainEAGovernanceCommitteeapproval

Table 5-7: Activities to define EA usage plan

Figure 5-3: Example for EA usage direction

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2. EA Management Direction

AlthoughsomeoftheEArequirementsweregatheredintheearlystagesoftheEAdevelop-ment,itisagoodgovernancepracticetoreviewandupdatetheserequirements.TheEAGov-ernanceCommitteehastosetclearmanagementdirectionsforboththedevelopmentoftheEA,andtheimplementationoftheEA.ThepurposeofthisactivityistodefineEAmanagementdirectionbyreferringtoagency’sEArequirements,EAarchitectureprinciples,EAusageplanandthedevelopedartifacts.

Setting the main management directions require comprehensive information from trendsanalysisandnewtechnologiesincludingconsiderationsforpoliticalandsocialfactors.TheEAGovernanceCommitteehastoconsiderallothergovernanceaspectssuchaschangeandper-formancemanagement, indefiningnecessarypoliciesorregulationsontheEAmanagementdirection.Belowaredescriptionstodefinethemanagementdirectionandexamples.NotethattheactualEAmanagementplanwillbedraftedinStage 9.


1. IdentifyEAmanagementplandirection

• IdentifyEA management plan cases from the EA best practices and trends

• IdentifyconsiderationsofEAmanagementplan inEAprinciple, purpose, and scope

2. Identifyenvironmentalanalysis&requirements

• IdentifyarchitecturerequirementsfromITtrendsanalysisandagency’sstrategyinformationinenvironmentalanaly-sisresults

• Identifyarchitecturedevelopmentscopebyeacharea

• IdentifyEAMSoperatinginformation

• IdentifyinformationwhichEAmanagementplanneedstosupportinEAusageplandevelopment

• Identify the key consideration for EA management plan

3 DefineEAmanagementpolicyorregulation

• Drafttherelevantpoliciesorregulations

• Reviewandobtainfeedback;carryoutrelevantupdates

• ObtainEAGovernanceCommitteeapproval

Table 5-8: Activities to define EA management plan

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Figure 5-4: Example for EA management plan direction

3. Compliance Policies

TheEACoreandworkingteamshavetodraftrelevantpolicies,regulationsordirectionstate-mentstoensurethatthevariouspartiesordivisions inthegovernmentagencywilluseandcomplywithEAstandardsandguidelines.AllthepoliciesordirectionstatementswillrequirereviewandapprovalbytheEAGovernanceCommittee.Itisalsoimportanttoensurethatthesepoliciesareclearlycommunicatedtoallpartiesinthegovernmentagency.

5.4.5 Performance management

Asastrategicenabler,EAprovidestheabilitytodefineandmeasureperformanceofthegov-ernmentagency.WhilethiscanbeincorporatedintothePerformanceArchitecture(whichisoptional),theexecutionofEAnonethelessrequiresperformancemetricstobedefinedsothatmanagementknowswhethertheEAprojecthasbeenasuccess.

TheperformancemetricshavetobealignedwiththeSaudie-GovernmentActionPlanandthegovernment agency’s strategies and plans. Corporate score cards, national government andlocal government indexes canbeused to derive the keyperformance indicators (PKIs). Theperformancemetricsshouldalsobeuseinthestrategicplanningbythegovernmentagency.AnexampleofaperformancemetricisinTable5-7.

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S/No KPIs TargetNot

Performing

Under

PerformingPerforming

A Strategic Planning

1 AlignmenttoSaudie-Govern-mentActionPlan

90% Lessthan70%

Lessthan90% MeetorExceed90%

2 IncorporateGovernmentAgency’sStrategies&Plans

95% Lessthan70%


B Drive out Duplications of ICT Investments

3 Improvebusinessprocesses(throughBPRorreviews)

5businessprocesses

0-2 3 MeetorExceed5

4 UseNationalSharedApplications 2Applications 0 1 MeetorExceed2

5 ShareDatawithGovernmentAgencies(GiveorReceive)

5 Data Sources

0-1 3orless MeetorExceed5

6 RemoveorReplaceApplicationswithObsoleteTechnologies

75%RemovalorReplacedbyyearXXXX

Lessthan50%


C Increase Indirect Value of Government ICT Investments

7 UseNationalICTInfrastructureorInitiativeswherepossible

4NationalICTInfrastructure

0-2 3 MeetorExceed4

8 UseGovernmentAgency-WideApplicationFramework&

Components(promotere-usableservices)

5ApplicationComponents

0-2 3 MeetorExceed5

9 Transformmanualcommunica-tionswithinandamonggovern-mentagenciesintoelectronic

95% Lessthan50%


D Contribute to the Establishment of Information Society in KSA

10 Deliverservicesandinformationelectronically

95% Lessthan50%


11 Transformmanualcommunicationswithpublicintoelectronic

90% Lessthan50%


Table 5-9: Performance metrics example

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Sta

ge 3

– A

nal

yze

Cu

rren

t S

tate

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6. Stage 3 – Analyze Current State6.1 Stage summary

WiththeapprovedEAprojectplaninplace,theEACoreandworkingteamscanstarttheactualworkbyanalyzingthecurrentstateofthegovernmentagency.Thisstagedescribesthekeyactivi-tiesinreviewingandanalyzingthedifferentaspectsofthecurrentstateofthegovernmentagency.

6.2 Stage purpose

Thegovernmentagencyhastocarryoutrequirementsstudyanddetailedanalysisofthecurrentstate intermsofbothbusinessandIT.Thefollowingspecificexpectedoutcomesfromthisstageare:

Definethegovernmentagency’sEArequirements(mainlyfromkeystakeholders)

Documentthegovernmentagency’senvironmentanalysisreport–bothinternalandexternalanalysis

Document the government agency’s current strengths, weaknesses, opportunities andthreats(SWOT).


ThisstagebeginswiththeendorsementorapprovaloftheEAProjectPlanfromStage2.


Thisstagekicksoffwithdocumentingthegovernmentagency’sEArequirementsandthecurrentbusinessandITlandscapes(throughenvironmentanalysis).ThisdocumentwillhelptosteertheEAjourneyinthefollowingstages.ThekeystepsinStage3arelistedinTable6-1.

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Stage /


3 AnalyzeCurrentStage a. EARequirements

b. EAEnvironmentAnalysisReports(CurrentBusinessLandscapeandCurrentITLandscape)

c. SWOTAnalysisReport

3.1 GatheranddocumentEArequire-mentsfromvariousstakeholderssuchase-TransformationCommit-tee,EAGovernanceCommittee,mainbusinessfunctions’stakehold-ers,andEAworkingteams

GovernmentAgency’sEArequirementsreviewedbyEAGovernanceCommittee

3.2 GatherandanalyzeGovernmentAgency’sinternalenvironmentsuchasorganizationalcapabilitytoplanandexecutee-transformationplan,businessplanandITplan

GovernmentAgency’sEAenvironmentanalysisreportreviewedbyEAGover-nanceCommittee

3.3 GatherandanalyzeGovernmentAgency’sexternalenvironmentsuchasgeneraltrendsinEA,UnitedNationsorsimilare-Governmentrankingsincludingrecommenda-tions,prioritizednationalprojectsandnewgovernmentpolicies

GovernmentAgency’sEAenvironmentanalysisreportreviewedbyEAGovernanceCommittee

3.4 PresenttotheEAGovernanceCom-mittee

EAGovernanceCommitteeisinformed aboutthedetailedcurrentstateofthegovernmentagency


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6.4.1 Step 3.1 Gather and document EA requirements

Likeanybigandcomplexproject,itisimportanttogetclearrequirements.InStage1,theEAwasintroducedtothegovernmentagencyandbasicrequirementsordirectionswereobtained.Inthisstage,moredetailedrequirementshavetobegatheredfromdifferentstakeholdersinthegovern-mentagency.

GettinganddocumentingtheEArequirements requireanumberofactivities.The followingprogressivesetofactivitiesarerecommended:

1. Planthetypeofinformationrequiredandfromwhichstakeholders

2. PrepareanotherroundofawarenesssessionsonEAtothestakeholdersincludingthosein

middlemanagementandevenoperationsstaff

3. Designasetofquestionnairetocapturebasicrequirementsoncommonproblemsinthegov-

ernmentagency(thisoutputisusefulnotonlyforEAbutforotherorganizationalandITim-

provements);thisquestionnairecanbemanualorpreferablyinelectronicversion(pleasesee

Table6-2forexample)

4. ConducttheEAawarenesssessionsandsendoutthequestionnaire

5. Reviewandanalyzethequestionnaire’sresponses;anddocumentthemainfindings

6. From themainfindings, the teamcan start to interviewkey stakeholders to verify these

findingsandtoobtainmorerequirements.PleaserefertoTable6-3forexampleformatof

documentingthestakeholders’requirements.Therecommendedstakeholderswouldbe:

a.ITinfrastructureteamsuchasnetwork,helpdeskandITsupportteams

b.DatateamssuchasITDBAandownersofdata(ifavailable)

c.ITapplicationdevelopmentteamsuchasITManagerandApplicationAnalyst

d.Applicationande-serviceOwners(businessstaff)

e.CIOandtopmanagement.

7. DocumentthefinalEArequirementsandpresenttotheEAGovernanceCommittee.

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Question Areas Example Questions

Organization a. Isthereaclearvisionandmissionforthegovernmentagency?

b. Arestaffawareofthegovernmentagency’splans(business,IT,etc.)?

c. Isthereamandateonthegoalsofe-transformationplanforthegov-ernmentagencyfromitsmanagement?

d. Howwouldtheyratethegovernmentagency’scapabilitytomanageinfluencesandfactorscausedbyexternalfactorssuchaseconomicchanges,politics,socialimpacts,environmentaldemandsandtechnologyinnovations?

e. Aretherequalitystandardsorkeyperformanceindicatorsdefinedforthegovernmentagency?

Business

Performance

a. Arethevariousbusinessfunctionsandbusinessservicesmeasured?

b.Andaretheyalignedwiththegovernmentagency’squalitystandardsorKPIs?

c. Whatarethekeyissuesfacedbythebusinessfunctions?

e. Howarebusinessfunctions’challengesandproblemsbeingad-dressed?Inparticular,howtoresolveinter-departmentorinter-divi-sionissues?

Application/

Solutions

a. Whodecidestheneedforanapplication/solutionautomation?

b. Whobudgetsorfundsforthedevelopmentoftheseapplications/solutions?

c. Aretherearestandardsfordevelopingorchoosinganapplication/solution(includingtheplatformsuchasmobile,stand-alone,web-based,etc.)?

d. Aretheapplications/solutionssharedacrossdivisionsordepartments?

e. Doesthegovernmentagencyaccessothergovernmentagencies’ap-plications?Ifyes,pleasecollectthelistofapplications/solutions

f. Isthereastandardauthenticationmechanismtoaccessthevariousapplications/solutions?

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Data/Information a.Whodecidesontheownershipofdata?

b.Isdataorinformationbeingsharedwithinthegovernmentagencyacrossthedivisions,departmentsandbranches?

c.Arethereanydatasharedwiththecitizens,businessorothergovernmentagencies?Ifyes,pleaselistthedata

d.Arethereanydataduplicationsinthegovernmentagency?

e.Arethereincidentsoflostorstolendata?

ITInfrastructure a. Isthereasharednetworkwithinthegovernmentagency?

b. IstheregovernmentagencyconnectedtotheSaudiGovernmentNetwork?

c. Canstaffaccessinternet?

d. ArestaffgivenaPCordigitaldevice?

e. Isofficeautomation(email,e-documentation)acommonpracticeinthegovernmentagency?

f. AretheresecuritymeasurestoprotecttheITinfrastructure?

Table 6-2: Example questionnaire

StakeholdersWhat

(Data orInformation)

How (Things to be done)

Why(Reason)

Where (Things to be done)

Who(To carry

out)

When (To carry

out)

TopManagementBusinessOwners

DataOwners

ApplicationDevelopersITInfrastructure

EACoreTeam

Table 6-3: Example format to gather EA requirements

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6.4.2 Step 3.2 Analyze internal environment

While theprevious stepgives theEAworking teamaverygood ideaabout theEA require-ments, theteamhastoalsounderstandwheredoesthegovernmentagencystand intermsofitsorganization’sEAmaturity&capability.Thus,bothaninternalandexternalenvironmentanalysishavetobecarriedout.StartbyreviewingthedocumentspreparedinStage1-relevantEAtrendsandcasestudiesrelatingtothegovernmentagency,andthegovernmentagency’se-transformationmaturity.

Thebasicideaofinternalenvironmentanalysisistoknowthematuritylevelofthegovernmentagencyfromaninternalperspective–bothfromanorganizationandITareas.ThisinformationwouldhelpshapetheEAoutcomesinthenextfewstages.TheoutputsfromStage1havetobereviewedandunderstood.AmoredetailedanalysisisnowrequiredassummarizedinTable6-4.

Analysis Area Analysis Measurement Expected Outcomes

OrganizationalReview VisionandMissionAlignment Identifygaps inmission/vision&objectives

BusinessFunctions/Tasks Identifygapsormisalignmentoftaskstooverallobjectives

ITReview BusinessandITAlignment Identifygapsormisalignmentofapplicationstobusiness

ITStandards ITinteroperabilityissues

Table 6-4: Internal analysis areas & expected outcomes

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Organizational Review

Inthisreview,theteamhastocarryout2measurements–visionandmissionalignmentandhowthebusinessfunctionsortaskssupporttheoverallgoalsorobjectives.Forbothmeasure-ments,theanalysisisbasedonthegovernmentagency’sorganizationchartincludingitsvision,missionandobjectivestatements.Forastart,theteammustobtaintheselatestorganizationalinformation.

1. Vision and Mission Alignment

a. Thismeasurementistoanswerthestrategicquestioni.e.areallbusinessunitsinthegovern-mentagencyalignedtoitsoverallvision,missionandobjectives?

b. Checkandevaluatethevisionandmissionstatements;thustheteamsneedtoreallyunder-standwhatexactlythegovernmentagencyissetuptodo

c. Findoutifthevariousdepartmentsordivisionsorbrancheshavetheirownvisionandmis-sionstatements;ensurethattheyarealignedtothemainstatements.Sometimes,adivisionordepartmentembarksonitsownsetofvisionandmissionstatementsthatdonotaligntothegovernmentagency’smainvisionandmissionstatements

d. Analyzehowthegovernmentagency’sbroadobjectivesaresupportedbythevariousde-partmentsanddivisions.Itmaybecommonthattheseobjectivesmaybedirectedtomorethanonedepartmentordivision

e. Refertothegovernmentagency’sactionplanorroadmap;thiswouldhelptounderstandandmaptheactivities

f. Documenttheabnormalitiesorgapsamongthegoalsandobjectivesandhowtheyarenotdirectlymappedtothedepartmentsanddivisions(ifany).

g. Capture‘AgencyE-transformationplan’and‘Objectives’relatedtoagencyfortheNationalDataGatheringasshownintheannexC(NEAMeta-Model)

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Figure 6-1: Example of Vision/Mission alignment with goals and initiatives

2. Business Functions / Tasks

a. Thismeasurementistoanswerthestrategicquestioni.e.areallbusinessfunctions/tasksclearlydefinedandexecutedoraretheregreyareasandunclearbusinessfunctions/tasks?

b. Similarlylikeabove,findouthowgovernmentagency’sobjectivesandgoalsaremappedtothedifferentfunctions/tasks

c. PleaseseeFigure6-1asanexample

d. Fore.g.Goal3wouldhaveStrategy2andfollowedbyInitiative3;thisinitiativehastobemappedtoabusinessfunction/taskandthentoadepartmentordivision

e. Documentthosethatarenotproperlymappedorunclearorwithduplicates.

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IT Review

Inthisreview,theteamhastocarryouttwomeasurements–businessandITalignment,andthe ITstandards. Itwouldbegood if thegovernmentagencycandocument its IT landscape(i.e.adetaileddescriptionandinventoriesofalltheIT-relatedassets,systems.applicationsanddata).OtherusefulsourcesofinformationincludeITPortfolioifavailable.Ifnoneoftheseareavailable,theITteamshavetousewhateverinventoriestheyhave.Forastart,pleasecarryoutanupdateonalltheIT inventorytogetthelatest information.ThefollowingfiguresareexamplesoftheITreviewoutcomes.

1. Business and IT Alignment

a. Thismeasurementistoanswerthestrategicquestioni.e.arethecorebusinessfunctionsofthegovernmentagencyeffectiveandbeingsupportedbyITautomation?

b. ReviewtheITPlanofthegovernmentagency;foreachmajorITprojectorapplicationsys-tem,analyzetoseeifitsupportsabusinessfunctionortask

c. Similarlyreviewthedatausedinthegovernmentagency;foreachdataentitytype(fore.g.Citizen,EmploymentandGovernmentAgency),checkhowthebusinessfunctionsandtasksutilizeit–eitherRead,Write,UpdateorNoneatall.Alsocheckfordataduplications

d. AnotherperspectiveistosortalltheITsystemsanddatabythevariousbusinessfunctions;fromhere,itiseasytoanalyzewhichbusinessfunctionshavethehighestrateofITadoption

e. Documentthesefindingsandanalysis.

f. CapturetheITProjectrelatedinformationforNationalDataGatheringasshownintheannexC(NEAMeta-Model).

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Division Name/Department Name



Systems Independently

Implemented & Operated

Separate information systems,..etc

Data Duplication

Clients information duplications,

Services information discrepancies across

divisions,.. etc

Government Dynamic Directions

New services Requested,..etc

Duplicated Information

Complicated Linkage

StructureDB1

CRM Purchasing Inventory

DB2DB2

Division Name/Application Owner

Purchasing System

Inventory System

Correspondence System

Duplication Examples

Date Set A

Date Set B

Date Set B

Date Set B

Date Set B

Date Set B

Date Set B

IT Status -Core Issues & Problems

Figure 6-2: Example of business and IT alignment

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Figure 6-3: Example of major IT systems supporting government functions

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Figure 6-4: Example of IT systems supporting government functions by business areas

2. IT Standards

a. Thismeasurementistoanswerthestrategicquestioni.e.howpervasiveistheuseofITinthegovernmentagency,anddoestheITadoptioncomplywithspecificstandards?

b. TheteamshavetoanalyzeafewkeyITareassuchasinfrastructure,data,applicationsande-services

c. Forinfrastructure,areasofmeasurementincludenetworkpenetration(i.e.howmuchnet-workhasbeeninstalledinthegovernmentagency,andthenetworkutilization),ITdevicesadoptionrate,maturityofdatacenter,andservers&storage

d. Databasestandards,datadefinitionsanddataexchangemethodsaretobeanalyzed

e. Forapplications,theteamshavetoreviewtheapplicationdevelopmentstandards,applicationplatformstandards,applicationtestinganddeploymenttonameafew

f. Lastbutnotleast,reviewthestandardsusedtodesign,developanddeploye-services(notthatthemeasurementofe-servicesmaturitycanbeobtainedfromYesser)

g. ConsolidateanddocumenttheITStandardsmeasurements.

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6.4.3 Step 3.3 Analyze external environment

Externalenvironmentanalysisistogaugetheexternalfactorsthatinfluencethegovernmentagency.Italsoallowscomparisonbetweenagovernmentagencyandothersimilaragencies.ThisinformationwouldhelpshapetheEAoutcomesinthenextstages.TheoutputsfromStage1–EATrendsandcasestudies-havetobereviewedandunderstood.

View external environment analysis from two perspectives – external factors and externalscope.

Examplesofexternalfactorsincludepolitical,economic,social,technologyandnature/environ-ment.Thesefactorscausemultipleimpactstothegovernmentagency.Anexampleofanexter-nalscopeistheregionforanalysissuchaswithinthecity(e.g.Riyadh),orcountry(e.g.KSA),orregion(e.g.GCC)orglobally.Differentexternalscopeofperspectiveswouldhavedifferentimpacttothegovernmentagency.

Thefollowingarethekeyactivitiesofexternalenvironmentanalysis:

1. Basedonthestakeholders’requirementsfrompreviousstep,determinetheexternalscopeof

coverage–i.e.todetermineiftheanalysisisonlywithinthecountryorregionallyforexample

2. FromtheinitialfindingsinStage1,determinetheadditionalscoperequired;ensurethatarea-

sonablescopeofanalysiscanbecarriedout(andbettertonarrowthescopeinitially)

3. CarryoutaSWOTanalysis(Strengths,Weaknesses,OpportunitiesandThreats)

4. ComparesomeoftheSWOTanalysiswithotherexternalreportslikeUnitedNations,anddirect

comparisonswithgovernmentagencyinanothercountryorregion

5. DocumenttheSWOTfindingsandcomparisonsintotheexternalenvironmentanalysisreport.

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Table6-5isanexampleofaSWOTChartTemplate.

SWOT Chart Template

• Strengths:

• Whatthegovernmentagencydoeswellin?

• Whatuniqueresourcesandcapabilitiescanthegovernmentagencydrawon?

• Whatadvantagesdoesthegovernmentagencyhave?

• Whatdocitizensandbusinessesseeasthegovernmentagency’sstrengths?

• Weaknesses

• Whatcouldthegovernmentagencyimproveon?

• Whatshouldthegovernmentagencyavoid?

• Whatdocitizensandbusinessesseeasthegovernmentagency’sweaknesses?

• Opportunities

• Whatpromisingoptionsareopentothegovernmentagency?

• Whataretheinterestingtrendsthegovernmentagencyisawareof?

• Howcanthegovernmentagencyconvertitsstrengthsintoopportunities?

• Threats

• Whatobstaclesdoesthegovernmentagencyface?

• Whattrendscouldhinderthegovern-mentagency?

• Whatareothergovernmentagenciesdoing?

• Aretherequiredspecificationsfortheservicesprovidedbythegovernmentagencychanging?

• Ischangingtechnologythreateningthegovernmentagency?

• Couldanyyourweaknessesseriouslythreatentheoperationofthegovern-mentagency?

Table 6-5: SWOT chart template

Attheendofthisstage,theEArequirementstogetherwiththeenvironmentanalysisreportswouldhelptheEACoreteamtounderstandhowthegovernmentagency’sEAcanhelptoresolvetheseissuesandmeettherequirements.

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6.4.4 Step 3.4 Present current state analysis

Presentthesefindingsofthegovernmentagency’scurrentstatetotheEAGovernanceCommitteeforinformationandcomment.Throughthispresentation,thegovernancecommitteeisawareofthecurrentchallenges,issues,threatsandevenpossibleopportunities.Fromtheircollectivewisdom,theEAGovernanceCommitteecanprovidestrategicdirectionsforsubsequentEAdevelopment.Ifrequired,theEAGovernanceCommitteemayalsowantthesefindingstobepresentedtothee-TransformationCommitteeorequivalent.

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Sta

ge 4

– D

evel

op

E

A F

ram

ew

ork

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7. Stage 4 – Develop EA Framework

7.1 Stage summary

ThisisthestagewhereagovernmentagencystartstodevelopitsEA.Inthisstage,thegovernmentagencyconstructsthemainpillarssuchasEAvision&mission,architecturegoals&principles,EAFramework,taxonomy,andotherrelatedstandardsthatisfundamentaltoitsEAjourney.Thegov-ernmentagencyshouldfocusonbuildingqualityEAframeworkandotherrelevantprocesses.

IfIhad8hourstochopdownatree,I’dspend6hourssharpeningmyaxe“

~AbrahamLincoln

7.2 Stage purpose

ThepreviousstagegavetheEArequirementsandenvironmentanalysisreportssothattheEACoreteamknowswhatthegovernmentagency’sEAhastoaddress.Thepurposeofstage4istoarchitectimportantEAfundamentalsthatwillsteerandguidetheEAdevelopmentinsubse-quentstages.Thefollowingspecificexpectedoutcomesfromthisstageare:

1. Definethegovernmentagency’sEAvision,mission,architecturegoalsandarchitectureprinciples

2. DefineEAdocumentationstandard

3. DefineEAartifactreviewandapprovalprocess

4. Createthegovernmentagency’sEAFramework.

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ThisstagebeginswiththecompletedEArequirements,environmentanalysisreports(bothcurrent businessandcurrentITlandscapes)andtheSWOTanalysisreportfromStage3.NotethattheEAGovernanceCommitteemayalsoprovideadditionalstrategicrequirementsattheendofStage 3.


Stage4focusesonhighlevelarchitectureactivitiesthatrequireexperienceandvision.ThekeystepsinStage4arelistedinTable7-1.

Stage / Step No Description Deliverable

4 DevelopEAFramework 1. Government Agency’s EA Mission,

Vision, Architecture Objectives and

ArchitecturePrincipleStatements

2. GovernmentAgency’sEAFramework4.1 DefineEA’svisionandmissionstate-

ments,&architectureobjectivesDraftEAVision,Mission,,andarchitectureobjectives

4.2 DefineEA’sarchitectureprinciples DraftEAPrinciples

4.3 Present and obtain approval for EA vi-sion,missionandarchitectureobjectives

ApprovedEAVision,Mission,ArchitectureObjectivesandArchitecturePrinciples

4.4 DefineEAFrameworkstructure DraftEAFrameworkStructure

4.5 DesignEAarchitectureelements DraftEAArchitectureElements

4.6 DesignEAmodel DraftEAModel

4.7 DevelopEAdocumentationstandard EAdocumentationstandard

4.8 Develop EA artifacts managementprocesses

DraftEAArtifactmanagementprocesses

4.9 Present and obtain approval for EAframework

ApprovedEAFramework


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7.4.1 Step 4.1 Define EA’s vision and mission

statements, & architecture objectives

TheEACore teamshouldworkondevelopinganEAvisionandmission that represents thegovernmentagency’sprimaryEApurposeandvalue.ThevisionandmissionshouldbefollowedandarticulatedbytheEA’sfutureroles&directionsforsuccessfulEAestablishment/usage.Itshouldalsobeclearlyunderstoodtothegovernmentagency’sstakeholdersandtheycangraspitsdefinitionataglance.

TheEAvisionshouldbealong-termstatementaboutwhattheEAis,andwhyitisanimportant futureoutcomefor thegovernmentagency.TheEAmissionstatement,ontheotherhand,describesatahighlevel,abouthowtheEAcanbeavitalassetforthegovernmentagency.Boththesestatementsshouldbeshortandsimple.Belowaresomeexamplesofvisionstatement.

Figure 7-1: Example of a Vision statement

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ThefollowingactivitiesarerecommendedfortheEAVisionandMissionstatementdevelopment:

1. FromtheEArequirementsandenvironmentanalysisreports,shortlistkeywordsthathelptoshapethefutureEA.Examplesarewordssuchasperformance-driven,agilegovernment,effec-tivedecisionmaking,business-ITalignment,ITinvestments,andcitizen-centricservices

2. Reviewthegovernmentagency’svisionandmissionstatements,andextractkeywordsthataffecttheEAdevelopment

3. CheckfortheITvisionandmissionstatements(ifany).Ifavailable,extractkeywordsthatmatchwiththeshortlistedkeywordsabove

4. Consolidateallthekeywordsforthevisionandmissionstatements

5. ConductabrainstormingsessionamongtheEAGovernanceCommitteeandEAworkingteamstodefinethevisionandmissionstatements

6. DefinethearchitectureobjectivesoftheEAbasedonthevisionandmissionstatements

7. Theteammayalsowanttogetfeedbackfromotherstakeholderssuchasspecificbusinessdivisionsandeventhetopmanagement.Updatethesestatementsfromtheirfeedback

8. Table7-2isaguidelineontheconsiderationsforeffectivevisionandmissionstatements.

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Area Consideration

Understandability

• AvisionandmissionstatementshouldbeclearlyunderstoodandpromptlycapturedbyEAstakeholders

• Definitionsanduseofcertaintermswithintheagencycanincreaseunderstandability

Solidity

• Considerthemissions,values,anddirectionsthatthecurrentgovernmentande-Governmentprogramarepursuing

• AnEAvision/missionstatementthatislinkedtoagency’sestablishedvaluescaneasilyconvinceinternalEAstakeholders

Consensus

• AnEAvision/missionstatementshouldbecreatedbasedonallstake-holders’consensusandawareness

• AnEAvision/missionshouldbeagreeduponandrecognizedwithinanagencytobesuccessful

Alignment

• AllarchitecturalareasshouldbealignedwithagivenEAvisionbecauseEAvisionisaguidethatdirectsotherelementssuchasEApurposes,principles,andframework.ThismakesanEAconsistentandunified

Usability

• EAvision/missionshouldbeconnectedtoagency’sbusinesspurposesinorderforEAtobeusedinvariousbusinessprocesses

• ConsiderhowtorealizeEAvision/missionineachareaofanagency(Organization,H/R,Businesses,etc),andadjustEAmanagementandevaluationprocess

Table 7-2: Considerations for effective Vision & Mission statements

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7.4.2 Step 4.2 Define EA’s architecture principles

With thegovernmentagency’s vision,missionandarchitectureobjectivesdefined, thenextactivityisfortheEACoreteamtorationalizethearchitectureprinciples.Whilethismaysoundeasy, thedefinitionof theseprinciplesshouldbedeeplyanalyzedandreviewedas itaffectstheEAdevelopment.Architectureprinciplesarestatementsabouthigh levelrulesandstrictguidelinestoshapeandsteerthedevelopmentandmaintenanceofthegovernmentagency’sEA.TheseprincipleswouldaiddecisionmakingandevenarchitecturedesignsofthevariouscomponentsintheEA.Moreimportantly,thesearchitectureprinciplesreflectalevelofcon-sensusonhowarchitectureelementsshouldbeabstracted,integratedandusedtodevelopthefutureortargetarchitectures,andeventuallyhowstakeholderscanappreciatethevaluesoroutcomesofEA.

Table7-3aresomerecommendedcriteriaforthedevelopmentofgoodoracceptablearchitec-tureprinciples.

Criteria Description

EasytoUnderstand Thearchitectureprincipleshouldbeeasytounderstandbyanyperson

Completeness Thearchitectureprincipleshouldbecomprehensiveincoverage.TypicallyitwouldcoverbothITandbusinessaspects

Consistency ThearchitectureprincipleshouldbeappliedtoconsistentlytoallaspectsofEAdevelopment.Itshouldconsistentinitsapplicationtoallarchitecturesorreferencemodels

Robust The architecture principle should be robust to changing environ-mentsandcircumstances.Whilethereareconstantchangeslikepolitics,technologiesandsocialdemands,thearchitectureprin-cipleshouldbeabletoendurethesefactorsandcontinuetoberelevant

Table 7-3: Criteria examples of good architecture principles

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Figure7-2illustrateshowEAprinciplesarederivedfromtheEApurposeorvaluepropositionstatements.

Figure 7-2: Example of EA architecture principles

ThefollowingaretherecommendedfactorsforconsiderationindevelopingtheEAarchitectureprinciples:

1. TheEAvisionandmissionstatements,andthearchitectureobjectivesshoulddrivethearchitectureprinciples

2. Alternatively,theEApurposeorvalue-propositionstatementscanalsobeusedtoderivethearchitectureprinciples

3. RefertootherEAframeworksasexamples;alsorefertoNEAarchitectureprinciples

4. BrainstormfortherelevantEAarchitectureprinciplestoaidtheEAdevelopmentandmain-tenance.TheEnterpriseArchitectshouldleadthesession

5. Prioritizeanddocumenttheseprinciples;preferablynotmorethansevenprinciples.

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7.4.3 Step 4.3 Present and obtain approval for EA vision, mission and ar-

chitecture objectives

PresenttheEAvisionandmissionstatements,architectureobjectivesandarchitectureprinciplesto theEAGovernanceCommittee.As theseare veryhigh-level statements, expect commentsfromthecommitteeandtheneedtoenhancethemtogetafinalapproval.

7.4.4 Step 4.4 Define EA Framework structure

ThenextstepistodefineanEAFrameworkstructurethatoutlinestheoverall‘look’oftheEA.ItdescribestheboundariesoftheEAforthegovernmentagencybasedonthevisionandmissionstatements,architectureobjectivesandarchitectureprinciplesthatshapethedevelopmentoftheEA.AnEAFrameworkisastructureusedfororganizingEAelementsandtheirrelationships.TheEAFrameworkisusedtodesignanddeveloptheactualgovernmentagency’sEAandotherreferencemodels.

ThekeyactivitiestodevelopanEAFrameworkstructureare:

1. AnalyzetherelatedtrendsandcasestudiesforEAforsimilargovernmentlineofbusinessorfunction(seeTable7-4asanexample).Thiscouldbebothexternalandlocalgovernmentagencies.LookattheirEAframeworksorconceptualarchitecturediagrams

2. AlsorefertoNEAandothergovernmentagencies’EAframeworks

3. AnalyzeeachcomponentintheexampleEAframeworksandtaketherelevantcomponents

4. Designthehighlevelbasedontheneedtohavetherelevantcomponents

5. ReviewandenhancetheEAFramework(thisisaniterativeprocess).

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Research Item Description

NationalEAFrame-workStandard

ProvideframeworksandguidelinesrequiredforEAdevelopmentbyidentifying,organizingnationalEAframeworkelementsandsettingrelationshipsbetweenthem

EADemonstrationProject

Agencies’EAdemonstrationprojectsforEAimplementation

RefertoEAinGovernmentBookpublishedbyYesser

OverseasCase

Overseasframeworkcases

(FEAF: established and construct reference models according toOMBguideline

TEAF:defineelementssuchasarchitectureframework,governance,process,etc.

DOI:theU.S.interiordepartment’sframework)

Table 7-4: Examples of research areas for EA Framework

Figure7-3isanexampleofanEAFrameworkstructure.GovernmentagenciesneednotfollowallofthearchitecturesintheexamplebuttherelevantonestomeettheoverallEAstrategy.Someofthearchitecturesintheexamplecanbeadded(forexampleServiceArchitectureandProcessArchitecture)orcanbereplaced(suchasInformationArchitectureinsteadofDataArchitecture).

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Figure 7-3: EA Framework structure example

7.4.5 Step 4.5 Design EA architecture elements

WiththehighlevelEAFrameworkstructure,theEACoreteamcanstartidentifyinganddefin-ingarchitectureelementswithineacharchitectureboundary.ByreferringtootherrelatedEAs,theEACoreteamcanmakelogicalrelationshipsanddeductions.AstheEAFrameworkhasalsoalreadyestablisheda“BigBox”,thisstepistofilltheelementswithineacharchitecture.Theseelementswillalsobethemainartifacts–i.e.documentsthatarecreated,designedandmain-tainedaspartofEA.

TherecommendedarchitectureelementsarelistedbelowinTable7-5.TheEACoreteamcanaddorremovetheseelementsonaneedbasis.Foreachofthefollowingelements,theEACoreteamleadbytheChiefArchitecthavetorationalizeanddescribethearchitectureelements.Notethatthisisaniterativeprocessandrequiresaseriesofbrainstormingandreviewsessions.

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S/No Element or Artifact Definition

1 Principles Describe thearchitectureprinciplesof theparticulararchitecture;ithastohavemorethan1principle

2 ArchitectureElement Describetherelevantarchitectureelementsof the particular architecture; it can 1 ormoreelements

3 RulesandStandards Describetheimportantrulesandstandardsindeveloping thearchitecture; it supportstheprinciplesestablishedabove

4 Components Describe the components that are related tothearchitectureelements;typicallyonearchi-tectureelementhasoneormorecomponents

5 Domains Describe theareaorscopeofarchitectureimplication;typicallyrelatedtotechnologydomains, each architecturemay have 0, 1ormoredomains

6 Patterns Describe or illustrate, normally in diagrams,themainarchitecturepatternsthatisuseful to furtherdeveloptheactualreferencemodel;typicallyeacharchitecturehasatleastonepattern

7 BuildingBlocks Describe how the relevant elements can bepiecedtogether;itshowsthedependencyifany

Table 7-5: Description of EA elements

7.4.6 Step 4.6 Design EA model

HavingdesignedthehighlevelEAFrameworkstructureanditsarchitectureelements,theEACoreteamhastodesigntheEAModelthatisexpressasamatrixclassifyingallresourcesfromdifferentviewsorperspectives.Fornow,theEAModelisahigh-levelclassificationofviewsandkeyarchitecturalelements.SubsequentlyintheEAdevelopment,theEACoreteamwillusethismodeltodevelopfurtherdetailedreferencemodels.

ThepurposeoftheEAModeldefinitionistoestablishcurrent/targetarchitectureandabasicsystemforthemanagementandapplicationoftheEA.

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S/No Task Method Deliverable

1. Definearchitecturemodel’sviewandperspectiveforregistering,using,managingEAinformation

a. Perspectivedefinition

b. PerspectiveorviewpointisdividedbyaroleofEAstakeholderssuchasCEO,CIO,ITManager,ArchitectandITDeveloperorVendor

c. Perspectiveclassifiesagency’sdecision-makingswithahierarchicalstructureanddefinesthestagesbyadecision-makingcharacteristic

d. Perspectiveisdefinedbyroles,notbylevelorpositionAtfirst,definePerspectivebyusingtypicalclas-sification,andadjustcategoriesorvocabulariestofitagency’sneeds.

EAModelbyStake-holder(seeTable7-7)

2. Definearchitec-turemodel’sviewandperspectivefromstakehold-ers’functionalresponsibilities

a.Viewdefinition

b.Viewisastandardforobservingarchitecture’sspecificparts.Inotherword,astofigureoutanidenticalar-chitectureand,it’sdividedbyatypeofarchitecturalresources

c. View is largely divided into busi-ness and technology. While the business is divided into organiza-tion, functions, and projects, the technology is divided into data, application, security, etc.

d. In general, one view is taken by a business, and several views are taken by technology components such as data, application, technol-ogy, and security

e. National EA framework standard suggests five types of architecture information ㅡ business, data, ap-plication, technology and security.

EAModelbyArchi-tecture(seeTable7-8)

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3. Define ArtifactsMeta-Model

a. Define all the key elements or artifacts

b. Define the attributes of these ele-ments or artifacts

c. Define relationships among ele-ments or artifacts

d. Please refer to NEA Meta-Model

Draft EA Frame-workwithArtifactsMeta-Model

4. Define Artifacts’Elements

a.Define theactual elements andarti-facts

b.Definetheactualattributes

c.Definetheactualrelationshipsamongtheelementsorartifacts

Draft EA Frame-workwithArtifactsandElementsDefi-nitions

Table 7-6: Activities to develop the EA Model

Who Business Application Data Technology Security

CEO/CIO Dealwith strategy, plan, overall process, key information,main infrastructure,organizationalchart

ITManager Dealwithbusinessprocess,information,ITinfrastructure

Architect Dealwithlogicalbusinessprocessdesign,logicalinformationmodel,component/applicationdesign,systemdispersion/deployment

ITDeveloper/Vendor Dealwithintegrationandtestswithconsideringlimitationstotools,technology,and resources

Table 7-7: EA Model view by stakeholders

Who Business Application Data Technology Security

CEO/CIO Human resources,goods,placesandincidents

Businessfunc-tions,processandactivities

Allnecessaryinformationanditsrelationships

Hardware,softwareandnetwork

Secu-ritypolicyorstructure

ITManagerArchitectITDeveloper/Vendor

Table 7-8: EA Model view by architecture

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General Recommendations for Defining Views and Artifacts

Makeanarchitecturemodelbestfittedwiththegovernmentagency’scharacteristics.Suggestalistofdocumentsandformatsthateachbusiness/ITmanagementdepartmentmanage,andusethem.

Ingeneral,artifactsareconstructedwithafiguretypeoradescriptiontype.Incasetherearefiguretypeartifacts,checkifdescriptiontypeartifactsareneeded,andviceversa.Clearlydefineartifactswithquestionssuchas:

1. Arespecificusepurposesforeachartifactdefined?

2. Whatdoartifactsestablish?

3. Whyistheartifactrequired?

ThefollowingarerecommendedactivitiesfordefiningMeta-ModelArtifacts:

3. Elements definition

a.Artifactsmeta-modelelementsdefineeachelementforregisteringandmanagingartifacts

b.Deduceelementsbasedonagency’sEAUsageplanning

c.Deduceelementsbasedonagency’sEAdevelopmentpurposes

d.Deduceelementsbestfittedwithagency’sEArequirements

e.It’sadvisabletodeleteeasilychangeableinformationfromelements

f. Defineelementsbyreferringto‘NationalEAArtifactMeta-modelDefinition’

g.Theagencyshoulddefinecompulsoryitemsin‘NationalEAArtifactMeta-modelDefinition’.Ifnot,theagencyshoulddoamappingwiththenationalEAitemsforgovernment’sutiliza-tion.Amongthearchitectureinformation,considerthemandatoryitemsofmandatoryartifactsthatshouldbeofferedtonationalEAsupportsystem.

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3. Attributes definition

a.Defineeachelement’attributes

b.Sincetheycanbebasicinformationofunderstandingelements,allrequiredattributesshouldbededucedforEAuse

c. It’sadvisabletodeleteeasilychangeableinformationfromattributes.

4. Define a relationship between elements

a.Setarelationshipbyfiguringoutcorrelationbetweenelements

b.Therelationshipshouldbedefinedcorrectlysinceitcanbeafoundationofunderstandingtherelationshipwithotherelementsduringartifactsregistration/use.

Thefollowingareactivitiestodefinetheartifacts/elementsandtheiractualattributes:

1. Artifacts definition

i. WithreferencetoEApurpose/use,definerequiredartifactsforusingbusiness/ITinformationbyeachviewandperspective

ii. Definethembyfollowingmandatoryartifactssuggestedin‘NationalEAArtifactMeta-mod-elDefinition’inordertobeofferedtonationalEAsupportsystem

iii.Definetheartifact’selementsaccordingtoitsdefinitionandpurposes

iv.Accordingtoartifactsdefinition,agency’sartifactsdefinition,includingartifactsdefinition,purpose,description,templet,example,meta-model,etc.,iswritten

v. Canuseartifactsnamingmethodtokeeptheirconsistency

vi.Incaserequiredelementsforeachartifactaresame,theycanbeintegrated,definedasoneelement

vii.Writeagency’sartifactsdefinitionwithreferencetoNationalEAArtifactMeta-modelDefinition’.

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2. Define a relationship between artifacts

a.Candefinearelationshipbetweenartifactsbyfiguringouttheirattributes

b.Identifytherelationshipbydefiningtherelationshipbetweenelements

c.Checkhowartifactsarealigned,especiallybetweenbusinessandIT

d.Throughthisstep,canIdentifymissingornecessaryrelationshipsbetweenelementsandaddthem.

7.4.7 Step 4.7 Develop EA documentation standard

TocompletethewholeEAFramework,itisagoodpracticetodevelopanEADocumentationStandard.TheobjectiveistoensureconsistentqualityintheproductionandmaintenanceofEAartifactsanddocuments.

Thefollowingstepsarerecommended:

1. Adoptthegovernmentagency’sstandarddocumentationtemplate;ifthisisnotavailable,thencreateone

2. Standardizeonthewrittenformatsuchaspagesize,fonts,table-of-content,header&footerandparagraphing(e.g.1.5lineofspace,full-justified)

3. StandardizeonEAandgovernmentagency’stermsandterminologies;Table7-9belowisanexampleofYesser’sdocumentationstandardforterms

4. Standardizeonthechoiceoftooltoproducediagramsandfigures(asEAwillproducemanydiagrams)suchasVisio

5. Standardizeontheprocessforcreating,updating,versioning,reviewingandapprovingtheseartifactsanddocuments.

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S/No Yesser Standard Terms

Comment

1 e-GovernmentProgram(Yes-ser)

Usethefulltermsforfirstdefinitioninthedocumentation;subsequentlyuse‘Yesser’

2 e-Government Describesgenerale-Government

3 e-service Describesgenerale-service

4 The2nde-GovernmentActionPlan

Thenameofthecurrentactionplanfor2013-2017

5 e-transformation Describesthegeneraltransformationroutefromatraditionalgovernmentintoanelectronicgovernment

6 YeFI YesserFrameworkForInteroperability

7 e-GovernmentNationalPortal Theinitiativeforonestandardgovernmentnationalportal

8 e-GovernmentDataCenter Theinitiativeforacentralgovernmentdatacenter

9 GovernmentSecureNetwork(GSN)

Theinitiativeforonegovernmentsecurenetwork

10 GovernmentServiceBus(GSB) Theinitiativeforgovernmenttoexchangedataandinformation

11 NationalCenterforDigitalCertification

TheinitiativetoimplementnationalPubicKeyInfrastructure(PKI)

12 SingleSign-On(SSO) Theinitiativetoimplementonestandardauthenticationmech-anismtoaccessgovernmentservices

13 SADADPaymentSystem(SA-DADinshort)

The initiative to implement standard national billing andpaymentsystem

14 e-Channel(s) Describes themethod of interaction between service pro-viderandconsumer(e.g.Web,MobileApplicationandKiosk)

15 e-Training Describesinteractiveonlinetrainingdelivery

16 governmentagency Refers to the general government ministries, authorities,boards,councils,etc.

Table 7-9: Example of Yesser’s standard terms

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7.4.8 Step 4.8 Develop EA artifacts management processes

AstherewillbemanyartifactsanddocumentsproducedinthecourseoftheEAdevelopment,it is necessary to have a standardmanagement process to review and approve the variousdocuments.PleaserefertothesectionContinuousGovernance–wheretheartifactprocessmanagementaredescribeaspartoftheEAoverallchangemanagement–formoredetails.

Theteamneedstodevelopalltherelevantartifactsmanagementprocesses.

7.4.9 Step 4.9 Present and obtain approval for EA framework

WiththecompletionoftheEAFrameworkwiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.

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8. About Reference Models & Architectures

8.1 Need for clarity

Inthenextfewstages,thegovernmentagencywillbuildreferencemodelsandarchitectures.However,beforebuildingthem,itisimportanttounderstandthedifferencesamongthevari-ousreferencemodels,currentandtargetarchitectures.TheEACoreteamandworkingteammembershavebeclearaboutthesedeliverablesandtheirrespectiveobjectivesorpurposes.Inaddition,itwouldhelptounderstandtherelationshipsamongthesedifferentdeliverables.

8.2 Definitions

Thefollowingarethemaindefinitions:

1. Reference Model

FromTheOpenGroupArchitectureFoundation(TOGAF):

“Areferencemodelisanabstractframeworkforunderstandingsignificantrelationshipsamongtheentitiesof[an]environment,andforthedevelopmentofconsistentstandardsorspecifica-tionssupportingthatenvironment.Areferencemodelisbasedonasmallnumberofunifyingconceptsandmaybeusedasabasisforeducationandexplainingstandardstoanon-specialist.”

AreferencemodelspecifiesstandardclassificationanddefinitionofcommoncomponentsusedfordevelopingEA.EAreferencemodeldefinesasetofstandardrepresentationsandspecifica-tionstobeusefordevelopingEA,ensuringconsistency,uniformity,andinteroperabilitywithreferencetoNEAreferencemodel.

Inshort,areferencemodelisusetodescribe,showandexplainingeneraltermsthemainarchi-tecturalelementsorcomponentssothatdifferentstakeholderscanreferenceittounderstandandmakerelevantdecisionsthatapplytotheirlocalcontext.

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TherearetwomainreferencemodelsinEA–NEAReferenceModelandGovernmentAgencyReferenceModel.

2. Architecture

TOGAFdefinesanarchitectureasfollows:

a Aformaldescriptionofasystem,oradetailedplanofthesystematcomponent level,toguideitsimplementation(source:ISO/IEC42010:2007).

b.The structure of components, their inter-relationships, and the principles and guidelinesgoverningtheirdesignandevolutionovertime.

In EA, the architecture describes the relevant elements or components from the referencemodel,andfurtherdesignsthedetailsbasedonavailabledataandcircumstancestomeetthearchitecturalobjectives.

3. Difference between Reference Model and Architecture

Oneanalogyislikecityplanning.TheNationalEnterpriseArchitecture(NEA)referencemodeldescribestheoverallcityplan.Byreferencingit,eachgovernmentagencywillknowwhichpartofthecityandwhatbuildingsitneedtobuild.Thegovernmentagencycanthendevelopitsownspecificbuildingreferencemodelwhereitwillgivemoredetailstothebuildingdesigns.

Fromitsreferencemodel,thegovernmentagencycanarchitectureitscurrentbuildings(withmoredetailslikeofficelayout,gardens,parkingareas,securityoffices,masjidandreceptionoffice).Ontheotherhand,thetargetarchitecturewillshowhowthebuildingswillbetransforminthefuturewiththerespectivedetails.

Table8-1providestherespectivedescriptionsofthevariousreferencemodelsandarchitectures.

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S/No EA Artifact Description

1. NEAReferenceModel Saudi government-wide reference model for allgovernment agencies. It gives the consolidatedgovernment-widemodel of the key IT and businessobjectsandtheirrelationships.

2. AgencyReferenceModel Specific view of the NEA Reference Model for thegovernmentagencyonly.Itprovidesthegovernmentagency’smodelofitsITandbusinessobjectsinrelationtotheNEAReferenceModel.

3. AgencyCurrentArchitecture DescriptionanddesignofthecurrentITandbusinesslandscape.ItshowsalltheactualcurrentIT,businessobjects,andtheirrelationships.

4. AgencyTargetArchitecture DescriptionanddesignofthetargetorfutureITandbusiness landscapes. It shows all the future IT andbusinessobjectsandtheirrelationshipsafterchangesmadetothecurrentarchitecture(i.e.additions,dele-tionsandmodificationsofthecurrentITandbusinessobjects).

Table 8-1: Differences between Reference Models and Architectures

8.3 Process to build reference models and architectures

Inthenextfewstages,thegovernmentagencywillbuildreferencemodelandarchitecturesinsuccession.Thissection,however,aimstoprovideacomprehensiveviewaboutthebuildingprocessandtheinter-relationshipsamongthesedeliverables.

Thebasicprocesstodevelopthesedeliverablesareasfollows:

1. Build agency reference models

ByreferringtotheNEAreferencemodels,thegovernmentagencyhastobuilditsownreferencemodels.Theobjectiveistoanalyzefromthewhole-of-governmentmodels,taketheappropriateandrelevantcontext,andbuildtherequiredarchitectureelementsforthegovernmentagency.

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2. Build current architectures

Fromthegovernmentagency’sreferencemodels,theEACoreandworkingteamshavetogather informationtoreflectthecurrentstateoftheITandbusinesslandscapes.Theoutcomeswilldescribethegovernmentagency’srelevantcurrentarchitectures.Inaddition,thegovernmentagencyhastoanalyzeandplanforimprovementsorwaystoovercomecurrentchallengesandlimitations.

3. Build target architectures

Thegovernmentagencyhastodeveloptargetoutcomesorgoalsthatwilldrivethedesignofthefuturetargetarchitectures.

Figure8-1summarizesthebasicprocessinbuildingthesereferencemodelsandarchitectures.

Figure 8-1: Basic process in building reference models and architectures

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8.4 Building blocks of reference models and architectures

Thebuilding blocks or components forNEA referencemodels, agency referencemodelsandarchitecturesaresimilar.Figure8-2illustratesthemaincomponentsineachmodelorarchitecture.TheEAFrameworkdevelopedinthepreviousstagewouldalsobesimilarintermsofthecomponents.

Figure 8-2: Building blocks / components

Eachmodelorarchitecturewouldminimallydescribethefollowing:

1. Purpose & Direction

Thepurposestatementdescribeswhatthemodelorarchitecturedoes.Itisspecificandnormallymeasurable.Thedirectionstatementdescribesthemaindeliveryfocus;itaffectsthescopeofthemodelorarchitecture.

2. Principles

Thesearearchitecturalprinciplesforthemodelorarchitecturedevelopment.Eachprinciplepro-videsspecificscopeandreasonthedevelopmentofthemodelorarchitecture.Asaguideline,thenumberofprinciplesshouldnotexceedseven.

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3. Artifacts

Theseareactualdeliverablesoroutcomesofthemodelorarchitecture.TheartifactnamehastomatchwiththedefinitionsandnamesintheEAMetaModel.Thenumberofartifactscom-monlyrangefrom4to10ineachmodelorarchitecture.

NEAconsistsoffivereferencemodelsasshowninthefigurebelow.Eachmodelhasthesamebuildingblocksorcomponents.Governmentagencieshavetoapplythesamebuildingblocksorcomponentsindevelopingtheirownreferencemodelsandarchitecturesinthenextfewstages.

Figure 8-3: Same building blocks in NEA reference models

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8.5 Summary of deliverables for reference models and

architectures

Thetablebelowliststheimportantdeliverablesorartifactstobeproduceinthegovernmentagencies’referencemodelsandarchitectures.

DomainNEA Reference Model Artifacts

Agency Reference Model Artifacts

Agency Current Ar-chitecture Artifacts

Agency Target Ar-chitecture

Artifacts

Performance PerformanceReferenceModel

Comprisingof:

1. Purpose/Direction

2. PRMPrinciples

3. StrategicGoals

4. PerformanceGoals

5. MeasurementAreas

6. MeasurementCat-egories

7. MeasurementGroups

8. Indicators

PerformanceReferenceModel

1. Comprisingof:


3. PRMPrinciples

4. StrategicGoals

5. PerformanceGoals

6. MeasurementAreas

7. MeasurementCat-egories

8. MeasurementGroups

9. Indicators

N.A. N.A,

Theperformancemeasurementindicatorswillbeembeddedinthevarioustargetarchitec-tures

Business BusinessReferenceModel

Comprisingof:


2. BRMPrinciples

3. BusinessArea

4. LineofBusiness(LoB)

5. BusinessFunction

BusinessReferenceModel

Comprisingof:


2. BRMPrinciples

3. BusinessArea

4. LineofBusiness(LoB)

5. BusinessFunction

6. Sub-BusinessFunction

Purpose/Direction

1. BAPrinciples

2. AgencyBRM

3. OrganizationalChart

4. BusinessFunction

5. BusinessProcesses

6. ServiceCatalogue

Purpose/Direction

1. BAPrinciples

2. (reviewed/updated)

3. OrganizationalChart(reviewed/updated)

4. BusinessFunction(reviewed/updated)

5. BusinessProcesses(improved)

6. ServiceCatalogue(updated)

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Artifacts

Application ApplicationReferenceModel

Comprisingof:


2. ARMPrinciples

3. ApplicationSys-tems

4. ApplicationCom-ponents

5. ApplicationInter-faces

6. BestPracticesandGuidelines

7. ApplicationSystemsforSaudiGovernment

8. ListofNationalSharedApplicationSystems

ApplicationReferenceModel

Comprisingof:


2. ARMPrinciples

3. ApplicationSystems

4. ApplicationCompo-nents

5. ApplicationInterfaces

6. PrioritizedListofAp-plicationSystems

Purpose/Direction

AAPrinciples

AgencyARM

ApplicationOverview

ApplicationCatalogue

ApplicationFunctions

ApplicationRelationships

ApplicationConsolidationPlan(optional)

Purpose/Direction

AAPrinciples(reviewed / updated)

ApplicationOverview(updated)

ApplicationCatalogue(updated)

ApplicationFunctions(updated)

ApplicationRelation-ships(updated)

ListofAgencySharedApplicationSystemsand Components (optional)

Data DataReferenceModel

Comprisingof:

Purpose/Direction

DRMPrinciples

NationalDataModel

DataClassification

Data Structure

DataExchange

DataManagement

ListofNationalSharedDataServices

DataReferenceModel

Comprisingof:

Purpose/Direction

DRMPrinciples

ConceptualDataModel

DataClassification

Data Structure

DataExchange

DataManagement

Purpose/Direction

DAPrinciples

AgencyARM

ConceptualDataModel

LogicalDataModel

DataFlowDiagram

DatabasePortfolioCata-logue

Datadictionary

DataConsolidationPlan(optional)

Purpose/Direction

DAPrinciples(re-viewed / updated)

ConceptualDataModel(updated)

DataManagement(updated)

LogicalDataModel(updated)

DataFlowDiagram(updated)

DatabasePortfolioCata-logue(updated)

Datadictionary(up-dated)

ListofAgencySharedDataServices(optional)

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Artifacts

Technology TechnologyReferenceModel

Comprisingof:

Purpose/Direction

TRMPrinciples

ServiceArea

ServiceCategory

ServiceStandards

TechnologyReferenceModel

Comprisingof:

Purpose/Direction

TRMPrinciples

ServiceArea

ServiceCategory

ServiceStandards

Purpose/Direction

TAPrinciples

AgencyTRM

ITInfrastructureOverview

ITInfrastructureDescrip-tion

HardwareCatalogue

SoftwareCatalogue

Purpose/Direction

TAPrinciples(re-viewed / updated)

ITInfrastructureOver-view(updated)

ITInfrastructureDescription(updated)

HardwareCatalogue

SoftwareCatalogue

ListofAgencySharedInfrastructureServices(optional)

Table 8-2: Summary of artifacts by reference models and architectures

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9. Stage 5 – Build Reference Models

9.1 Stage summary

Theprevioussectionhasdefinedanddescribedthereferencemodelsandarchitectures.BasedontheEAframeworkdevelopedpreviously,thisstageisallaboutbuildingthereferencemodelssothatagovernmentagencycanhavestandardviewsandtaxonomiesofkeyorganizationalassetsandprocessessuchasbusiness,application,dataandtechnologydomains.

9.2 Stage purpose

Thepurposeofstage5istoarchitectandbuildtherelevantEAreferencemodelsofthegovernmentagency.Thefollowingspecificexpectedoutcomesfromthisstageare:

1. PerformanceReferenceModel

2. BusinessReferenceModel

3. ApplicationReferenceModel

4. DataReferenceModel

5. TechnologyReferenceModel.

Notethattheabovearerecommendedoutcomes.Agovernmentagencycanhavemoreorless,orevencombinereferencemodelsdependingonitsEArequirements,itsEAframeworkdesignand itsEAgoals.Otherexamplesof referencemodelsare security referencemodel, servicereferencemodelandinfrastructurereferencemodel.


ThisstagerequirestheEAvision,mission,architecturegoals&principles,andtheEAframeworkfrom theprevious stage. In addition, the government agencyneeds to refer to Yesser’sNEAReferenceModels.ByreferringtotheNEAreferencemodels,thegovernmentagencycande-veloptheirownreferencemodelsensuringalignmentwithwholeofgovernmentaswellastoachieveitsEAgoals.

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9.4 About NEA reference models

SincethegovernmentagencieshavetorefertoNEAreferencemodels,itisapre-requisitetounderstandallthefivereferencemodelsandtheirinter-relationships.

TheobjectivesorgoalsoftheNEAreferencemodelsare:

1. Toprovidewhole-of-governmentstructuredinformationonITandbusinesslandscapes

2. Toprovideeffectiveviewsorperspectivesfordifferentstakeholdersinthegovernment–frombusinesstoapplicationstodatatoITinfrastructure

3. Toprovideareferencepointforgovernmentagenciestoreviewanddistillrelevantinforma-tionanddesignfortheirownuse.

Figure9-1illustratestheNEAreferencemodelsandtheirinter-relationships.

Figure 9-1: NEA reference models and their inter-relationships

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a. Performance Reference ModelThe Performance ReferenceModel (PRM) is an outcome-focusedmeasurement frameworkthatcanassistgovernmentagencies in thedesignand implementationofeffectivebusinessmeasurement systemsandperformancearchitectures. ThePRM, through themeasurementindicators,setstheperformancestandardsforthegovernment.Hence,fromanarchitecturalviewpoint,thePRMsetstheperformancestandardsfortheotherfourreferencemodels.

b. Business Reference ModelTheBusinessReferenceModel(BRM)isaclassificationcategoryusedtodescribethetypeofbusinessfunctionsforthewholeofSaudigovernment.Itgivesalogicalfunctionalviewinsteadoffunctionsbyphysicalgovernmentagencies.ThefunctionsandrequirementsinBRMdrivestheotherreferencemodels,i.e.ApplicationReferenceModel,DataReferenceModelandTech-nologyReferenceModel.

c. Application Reference ModelTheApplicationReferenceModel (ARM) is a categorizationof different typesof applicationsystems,applicationcomponentsandinterfaces.ItistheframeworkforcategorizingnationalsharedITsystemsandapplicationcomponentstohelpidentifyopportunitiesforsharing,reuse,andconsolidationorrenegotiationofsoftwarelicenses.TheARMsupportsdirectlytheBRMindeliveringthebusinessoutcomes.

d. Data Reference ModelTheDRM(DataReferenceModel)isamodelthatclassifiesdataanddefinesastandarddatastructuretosupportdevelopingdataarchitectureandpromotingdatastandardization/reuse/management.TheDRMsupports theARMdirectly indeliveringbusinessgoalsbysupplyingdataandinformation.Thevariousapplicationsystemshavetousedatatoprovideinformationtothebusinesses.

e. Technology Reference ModelThe Technology ReferenceModel (TRM) classifies and defines technologies and technologystandards/specifications that support businesses and services. Under structured technologyclassifications, technology standards are define to promote inter-operability among govern-mentagencies.TheTRMsupportsthedatausageinDRM,supportsapplicationsystemsinARMthroughthetechnologydefinitionsandinfrastructureimplementations,andsupportstheagen-cystaffthroughuseofpersonalandofficetechnologies.

PleaserefertotheactualNEAreferencemodelsfordetails.

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Stage5isallaboutbuildingtherelevantreferencemodels.Table9-1listsallthekeystepsinStage5.

Stage / Step

NoDescription Deliverable

5 DocumentGovernmentAgency’sReferenceModels GovernmentAgency’sReferenceModels

5.1 Developamodelthatstandardizesperformanceelements for improving IT projects and theirquality.ObtainapprovalfromtheEAGovernanceCommittee

ApprovedPerformanceReferenceModel

5.2 Developamodelthatclassifiesanddefinesbusi-nessfunctionsandrelatedinformation.ObtainapprovalfromtheEAGovernanceCommittee

ApprovedBusinessReferenceModel

5.3 Develop a model that classifies and definessharedapplicationsystems/componentstopro-moteserviceintegrationandreusebyidentifyingredundantorcorrelatedapplications.Obtainap-provalfromtheEAGovernanceCommittee

ApprovedApplicationReferenceModel

5.4 Develop a model that classifies data and definesstandarddatastructurestosupportdataarchitecturedevelopment,datastandard,anddatareuse.ObtainapprovalfromtheEAGovernanceCommittee

ApprovedDataReferenceModel

5.5 Develop a model that classifies and definestechnologiesand technology standards/speci-fications,whichsupportbusinessandservices.ObtainapprovalfromtheEAGovernanceCom-mittee

ApprovedTechnologyReferenceModel


Inbuildingthevariousagency’sreferencemodels,theEACoreandworkingteamshavetomake

referencetoitsEAFramework(developedinStage4)andNEAReferenceModels.

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9.5.1 Step 5.1 Build performance reference model

ThePerformanceReferenceModel(PRM)isanoutcome-focusedmeasurementframeworkthatcanassistgovernmentagenciesinthedesignandimplementationofeffectivebusinessmeasure-mentsystemsandperformancearchitectures.

Itismadeupofanhierarchicalmodelthathelpsidentifymeasurementneeds;aclassificationframeworkthatdescribesthetypesofmeasurementthatcansupporttheidentifiedneeds;andameasurementframeworkthathelpsdefineeffectivemeasurementindicators.

NEAPRM

Figure9-2showstheNEAPRMartifactswhileTable9-2describestheartifactsordeliverables.GovernmentagencieshavetoreferandunderstandtheNEAPRMartifactsandcontents.PleaserefertothePRMdetailsandconsultNEAofficeforclarificationordiscussion.

Figure 9-2: NEA PRM artifacts

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S/No Artifact / Deliverable Description

1 Purpose/Direction ThepurposeofPRM

2 PRMPrinciples ThearchitecturalprinciplesofPRM

3 StrategicGoals/Outcomes Thehighest level strategic outcomes for Saudigovernment

4 PerformanceGoals Thespecificperformancegoalsincertainareasand/orovercertaintimeperiodforSaudigovernment

5 MeasurementAreas Thevariousbroadareasformeasurement

6 MeasurementCategories Thevariouscategoriesformeasurementwithina measurement area

7 MeasurementGroups The various groups formeasurementwithin ameasurementcategory

8 Indicators Theactualmeasurementindicators

Table 9-2: PRM artifact descriptions

RelationshipbetweenNEAPRMandAgencyPRM

TheNEAPRMdescribes the reference forwhole-of-government performance standards. By referencingtheNEAPRM,agovernmentagencycanextracttherelevantscopethatisapplicable.Hence,theagencyPRMislikeasub-setoftheNEAPRMandthediagramsforbothNEAPRMandagencyPRMsarethesame.However,theagencyPRMhastodescribemoredetailperformanceindicatorsforthegovernmentagencywithinthesamemeasurementcategoriesandgroups.Atthesametime,theagencyPRMhastoalignwiththeNEAPRMintermsofthehigh-levelstrategicgoalsandmeasurementareas.

BuildingtheAgencyPRM

Table9-3summarizesthemainactivitiesforbuildingtheagencyPRM.

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S/No Activity Artifact / Deliverable

1 DefinethePRMpurposeordirection PRMpurpose/directionstatement

2 DefinethePRMprinciples PRMprinciples

3 Define the Strategic Goals and Perfor-manceGoals

Strategicgoalsandperformancegoalsforagency

4 Define the Measurement Areas, Catego-ries,GroupsandIndicators

Set of indicators within measurementgroupswithinmeasurement categorieswithinmeasurementareas

5 DocumentandreviewthedraftPRM RevieweddraftPRM

6 Obtaingovernanceapproval ApprovedagencyPRM

Table 9-3: Main activities to build agency PRM

1. Define the PRM purpose or direction

DependingontheactualEAscopeforthegovernmentagency,ithastodefinetheappropriatePRMpurposeordirection.ThegovernmentagencycanrefertotheNEAPRM’spurposeorgoalstofurtherrefineorlocalizeitspurpose.ThefigurebelowshowsanexampleofthePRMpurposeanddirection.

Figure 9-3: Example PRM purpose and direction

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2. Define the PRM principles

RefertoNEAPRMprinciplestoadoptandadaptforthegovernmentagency’sownPRMprinciples.NotethatgoodprincipleswouldaidordirectthesubsequentdevelopmentworkofthePRM.Asaguide,thereshouldnotbemorethansevenprinciples.

3. Define the Strategic Goals and Performance Goals

FromtheNEAPRM’sstrategicgoals,identifytherelevantgoalsthataredirectlyapplicabletogovernmentagency.Foreachofthestrategicgoalsidentified,adaptitintolocalagencycontextthatwillbecometheagency’sstrategicgoals.Ifneedbe,refertothegovernmentagency’sstrat-egy/annualplansandroyaldecreesifany.Itwouldalsobeeffectivetoillustratethestrategicgoalsandperformancegoalsinadiagrammaticformasshownbelow.

Figure 9-4: Example PRM strategic goals / outcomes

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4. Define the Measurement Areas, Categories, Groups and Indicators

Thenextfewactivitiesareinter-related.WithreferencetoNEAPRM,analyzeandlocalizethemeasurementareas,categories,groupsandindicators.

Themeasurementareasrefertothehighestlevelinthegovernmentagency.Typically,thesemeasurementscanderivefromMission,VisionandhighestlevelPKIs.Examplesofmeasure-mentareasareCustomers/Public, Investments,Expenditures,Employees,TechnologiesandAssets.Foreacharea,drilldowntodefinethemeasurementcategoriessuchasfinancial,HR,customerserviceandIT.Thenextstepistodefinethemeasurementgroupssuchasdivision,branch,department,unitandteam.

Itisadvisabletodevelopprogressivelyevaluationindicatorsforaspecificgroupsinceitisdif-ficulttodoallatonce.Table9-4showsexamplesofmeasurementindicators.

Measure-

ment Area

Measurement

Category

Indicator

S/No

Indicator Defini-

tion

Measurement

Method

Measurement Indi-

cator

Customer Customer Satisfaction

C.1 Satisfactionresponsebycustomer

ImmediatelyafterservicebypressingSatisfactionRatingbutton

%ofsatisfactionbyVeryGood,Good,OK,Bad,VeryBad

C.2 Averagetimeto process cus-tomer’sinquiry

Surveytorandomsamplingofcustomers

Numberofhours

Technol-ogy

ITServiceRequest

T.1 NumberofProcessedITRequest

CalculatenumberofprocessedITrequeststototalrequestsreceived

%ofprocessedITrequest

NewTech-nologies

T.2 NumberofNewTechnologiesAdopted

Numberovertheyear

Numberofnewtechnologies

Table 9-4: Example measurement areas, categories and indicators

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Figure 9-5: Example of PRM indicator description

5. Document and review the draft PRM

Afterallthedefinitions,documentalltherelevant informationintoastructuredinformationbaseontheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherpartytocarryoutafinalreview.

6. Obtain governance approval

Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectorBusinessArchitectshouldfrontthispresen-tation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.

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9.5.2 Step 5.2 Build business reference model

TheBusinessReferenceModel(BRM)isaclassificationcategoryusedtodescribethetypeofbusinessfunctionsatthegovernmentagency,inagivensectorornationallevels.BRMfocusesoncategorizingabusinessbaseonstructuredbusinesselementssuchasbusinessarea,lineofbusinessandbusinessfunctionsperformbythegovernmentagency.

NEABRM

Figure9-6showstheNEABRMartifactswhileTable9-5describestheartifactsordeliverables.GovernmentagencieshavetoreferandunderstandtheNEABRMartifactsandcontents.PleaserefertotheBRMdetailsandconsultNEAofficeforclarificationordiscussion.

Figure 9-6: NEA BRM artifacts

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S/NoArtifact /

DeliverableDescription

1 Purpose/Direction ThepurposeofBRM

2 BRMPrinciples ThearchitecturalprinciplesofBRM

3 BusinessAreas ThehighestabstractgroupingsofbusinessforSaudigovernment

4 LinesofBusiness The broad logical groupings of business for Saudi government(insteadofdefinitionsbyphysicalagencies)

5 BusinessFunctions ThemainbusinessfunctionswithineachLineofBusiness

6 Sub-BusinessFunctions Thefiner-grainbusinessfunctionswithineachbusinessfunction

Table 9-5: BRM artifact descriptions

Definitions

Thefollowingarethemaindefinitionsforcommonunderstanding:

Business Area

ABusinessAreaisthecollectionofthehighestabstractiondescriptionofrelatedgovernment’saccountabilitiestothedifferentstakeholderssuchastheRoyalFamily,citizens,businessesandinternalgovernments.

Line of Business (LoB)

AnLoBisabroadcollectionofgovernmentrolesandresponsibilities(bothprimaryandsec-ondary)withinaBusinessArea.TheLoB’sperspectiveisfromaroleorresponsibility,andnotbygovernmentagency.

Business Function

ABusinessFunctionisasetofworktobecarryouttoaccomplishtherolesandresponsibilitiesdescribedintheLoB.EachLoBhastwoormorebusinessfunctions.

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Sub-Business Function

ASub-Business Function is a setofphysical activities tobe carryout to complete theworkdefinedinthebusinessfunction.ABusinessFunctionhastwoormoresub-businessfunctions.

Relationship between NEA BRM and Agency BRM

TheNEABRMdescribesthereferenceforwhole-of-governmentbusiness.ByreferencingtheNEABRM,agovernmentagencycanunderstandhowitrelatestothedifferentlineofbusiness(LoB)underdifferentbusinessareas.Byextractingtherelevantbusinessscopethat isapplicable,theagencycandevelopitsownBRM.Hence,theagencyBRMislikeasub-setoftheNEABRM(thediagramforagencyandNEABRMsarethesame).However,theagencyBRMhastodescribemoredetailbusinessfunctionsandsub-businessfunctionsforthegovernmentagencywithineachLoBs.Throughsuchdefinitions,theagencyBRMwillalignwiththeNEABRMintermsofthehigh-levelbusinessareasandlineofbusiness.

Building the Agency BRM

BelowtablesummarizesthemainactivitiesforbuildingtheagencyPRM.


1 DefinetheBRMpurposeordirection BRMpurpose/directionstatement

2 DefinetheBRMprinciples BRMprinciples

3 DefinetheBusinessAreas,LinesofBusi-ness (LoB), Business Functions and Sub-BusinessFunctions

List of related business areas, LoBs,business function and sub-businessfunctiondescriptions

4 DocumentandreviewthedraftBRM RevieweddraftBRM

5 Obtaingovernanceapproval ApprovedagencyBRM

Table 9-6: Main activities to build agency BRM

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1. Define the BRM purpose or direction

DependingontheactualEAscopefortheagency,definetheBRMpurposeordirection.Inadditionto improvingoveralleffectiveness,theagencyBRMtypicallygivesan insight intotheactualaccountabilities, roles,key functionsandrelationshipswithothergovernmentagencies.TheBRMisalsoanexcellenttooltoaide-Governmenttransformation.ItisalsonecessarytorefertotheagencyPRMandincorporaterelevantstrategicgoalsandmeasurementsintotheBRM.ThefigurebelowgivesanexamplepurposeordirectionforBRM.

Figure 9-7: Example BRM purpose

2. Define the BRM principles

RefertoNEABRMprinciplestoadoptandadaptforthegovernmentagency’sownBRMprinciples.NotethatgoodprincipleswouldaidordirectthesubsequentdevelopmentworkoftheBRM.Asaguide,thereshouldnotbemorethansevenprinciples.

3. Define the Business Areas, Lines of Business (LoB), Business Functions

and Sub-Business Functions

Thisstephasafewinter-relatedactivitiesthatisbestdonecollectivelyinanhierarchicalway.RefertoNEABRManddothefollowing:

a.Findtherelatedbusinessareasthattheagencyhasaccountabilitiesorresponsibilities

b.Similarly,foreachbusinessareaidentified,findtheLoBsfortheagency.PleasenotethattheBRMisalogicalrepresentationofresponsibilities.Thus,itiscommonthatanagencyisinvolveinatleasttwoLoBs

c.ForeachLoB,findalltherelatedbusinessfunctions

d.Finally,foreachbusinessfunction,findallthesub-businessfunctionscarryoutbytheagency.

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Figure 9-8: Example of business area, LoB, business function and sub-business functions

Thefigureaboveillustratestherelationshipandinformationonthevariousbusinessartifactsordescriptions forMinistryofEducation (MoE).This isonlyanexampleanddoesnot fullydepicttheactualcaseforMoE.Forthesameexample,theinformationcanalsobeshowninthetablebelow.

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BusinessArea

Line of Business Business Function Sub-Business

FunctionRoyalFamilyAffairs

Notlisted Notlisted Notlisted

CitizenServices Education Pre-SchooltoHigh-SchoolEducation

1. CurriculumPlanningforSchools

2. SchoolAdministrationandGovernance

GraduateandPost-GraduateEducation

1. Curriculumplanningforuniversities

2. Accreditation

BusinessServices Licensing&RegulatoryControl

Licensing&RegulatoryCon-trolofPrivateSchools

1. RegistrationandCom-municationwithPrivateKindergartens&Schools

2. LicensingManagement

3. RegulatoryEnforcement

GovernmentServices

Notlisted Notlisted Notlisted

Table 9-7: Example of business area, LoB, business function and sub-business functions

1. Document and review draft BRM

Afterlistingallthedefinitions,documenttherelevantinformationintoastructuredinformationbaseontheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherpartytocarryoutafinalreview.


Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectorBusinessArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoob-taintheirfinalapproval.

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9.5.3 Step 5.3 Build application reference model TheApplicationReferenceModel (ARM) is a categorizationof different typesof application systems,applicationcomponentsandinterfaces.Itistheframeworkforcategorizingnational sharedITsystemsandapplicationcomponentstohelpidentifyopportunitiesforsharing,reuse,.andconsolidationorrenegotiationofSWlicenses

NEAARM Figure9-9showstheNEAARMartifactswhileTable9-8describestheartifactsordeliverables..GovernmentagencieshavetoreferandunderstandtheNEAARMartifactsandcontents

Figure 9-9: NEA ARM artifacts

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S/No

Artifact /

DeliverableDescription

1 Purpose/Direction ThepurposeofARM

2 ARMPrinciples ThearchitecturalprinciplesofARM

3 ApplicationSystems Theapplicationsystemstosupportbusiness.Itcanbeclassifiedasacoreapplicationsystemorasupportingapplicationsystem

4 ApplicationComponents Thekeyapplicationcomponentclassificationsanddescriptions

5 ApplicationInterfaces Thecommonmethodsorinterfacestoconnectamongapplications

6 BestPractices&Guidelines Thecommonbestpracticesandguidelines fordevelopmentandimplementationofapplicationsystems,componentsandinterfaces

7 ApplicationSystemsforSaudiGovernment

The guide for choosing and prioritizing applications systems forgovernmentagencies

Table 9-8: ARM artifact descriptions

ThefigurebelowillustratesthestructureddiagramofNEAARM.Itshowstheclassificationsofthesupportingapplicationsystems,applicationcomponentsandinterfaces.PleaserefertotheARMdetailsandconsultNEAofficeforclarificationordiscussion.

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Figure 9-10: Structured diagram of application systems, components and interfaces in NEA ARM

RelationshipbetweenNEAARMandAgencyARM

TheNEAARMdescribesthereferenceforwhole-of-governmentapplicationsystemsdevelopment. By referencing theNEAARM, a government agency can understand the structure andclassificationsapplicationssystems,componentsandinterfaces.TheNEAARMalsodescribesthecommonapplicationsystemsforuseingovernmentsupportingbusinessfunctions.Thereisalsoabestpracticesandguidelinesonapplicationdevelopmentandmaintenancesothatgovernment agencies can develop quality application systems. Finally, theNEAARMguidesgovernmentagenciesinchoosingandprioritizingtheirapplicationdevelopment.

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TheagencyARM,ontheotherhand,describesthemainapplicationsystems(coreandsupporting),componentsand interfacesfordevelopmentand implementationspecifically fortheagency.Theseapplicationsystemshavetosupport thebusinessesasdefined in theagencyBRM. Inaddition,theagencyBRMwouldhaveaprioritizedlistofapplicationsystemsfordevelopment.TheagencyARMstructureisshowninthefigurebelow.TheagencyARMhastoensurealignmentwiththeNEAARMintermsofthehigh-levelapplicationsystemandcomponentclassifications.

Figure 9-11: Agency ARM artifacts

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BuildingtheAgencyARM

BelowtablesummarizesthemainactivitiesforbuildingtheagencyARM.

S/No Activity Artifact / Deliverable1 DefinetheARMpurposeordirection ARMpurpose/directionstatement

2 DefinetheARMprinciples ARMprinciples

3 Definetheapplicationsystems Listofcoreandsupportingapplicationsystemdescriptionsfortheagency

4 Definetheapplicationcomponents Listofkeyapplicationcomponentdescriptions

5 Definetheapplicationinterfaces Listofkeyapplicationinterfacedescriptions

6 Prioritizetheapplicationsystems Listofprioritizedapplicationsystemsfordevel-opment

7 Documentandreview RevieweddraftARM

8 Obtaingovernanceapproval ApprovedagencyARM

Table 9-9: Main activities to build agency ARM

1. Define the ARM purpose or direction

DependingontheEAscopeoftheagency,theEACoreandworkingteamshavetodiscussandagreeontheARMpurposeordirection.ItisalsonecessarytorefertotheagencyPRMandin-corporaterelevantstrategicgoalsandmeasurementsintotheARM.BelowisanexampleofanARMpurposeordirectionstatement.

Figure 9-12: Example ARM purpose or direction

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2. Define the ARM principles

RefertotheNEAARMprinciplesasshownbelow.AgoodsetofprincipleswillaidthedevelopmentoftheagencyARM.ReviewandcustomizetheappropriateprinciplesfortheagencyARM.Asaguide,donothavemorethansevenprinciples.

S/No Principle Description

1 StrategicDrivenApplications Designandprioritizeapplicationsystemsthatdeliverstrategicoutcomes.

2 Cross-AgencyApplicationSystems Design and develop application systems that servemultiplegovernmentagencies.

3 Easy-to-UseyetSecuredApplicationSystems

Designanddevelopapplicationsystemsthatareeasy-to-useand,atthesametime,highlysecured.

4 AdaptableandReusableApplicationSystems&Components

Designanddevelopapplicationsystemsusingreusablecomponentsandsystemswhilebeingadaptabletotheconstantchanges.

5 Vendor-NeutralApplicationSystems Designanddevelopvendor-neutralapplicationsystems.

Table 9-10: NEA ARM principles

3. Define the application systems

Theagencyhas todefinetheapplicationsystems intocoreandsupporting.Asapplicationsystemsarerequiredtosupportthebusiness,theEACoreandworkingteamsmustrefertotheagencyBRM.Eachbusinessfunctionshouldbesupportedbyatleastoneapplicationsystem.Theteamshouldthenreviewthesub-businessfunctionandrationalizeifthesameapplicationsystemcanbe support that sub-business function; ifnot, thenanother specificapplicationsystemmayberequiredforthesub-businessfunction.

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Figure 9-13: Example of MOE’s business and sub-business functions

Intheexampleabove,underEducationLoB,MOErequiresatleasttwoapplicationstosupportthe ‘Pre-School to High School Education’ and the ‘Graduate and Post-Graduate Education’.However,itisnotpracticaltohaveonesystemtosupportthetwosub-businessfunctions–i.e.‘CurriculumPlanningforSchools’and‘SchoolAdministration&Governance’astheyarerathervariedfunctionalrequirements.Thus,MOErequiresatleasttwoapplicationsystemsunderthePre-SchooltoHighSchoolEducation.Similarly,MOErequiresanothertwoapplicationsystemstosupportthetwosub-businessprocessesunder‘GraduateandPost-GraduateEducation’.

Inthesametoken,MOEwillhavealistofapplicationsystemstosupportthecommonbusinessfunctionsorsub-businessfunctionssuchasfinancemanagement,ITmanagement,corporateplanning&development,andbuildingmanagementamongothers.

TheEACoreandworkingteamsmustalsoidentifythepotentialapplicationsystemowner.Ifthegovernmentagencyistheprimaryownerofthebusinessorsub-businessfunction,thentheagencyhastodeveloptheidentifiedcoreapplication.However,iftheagencyplaysasecondaryorsupportingfunctiontothebusiness function, thentheagencyshouldusetheapplicationsystemdevelopedbytheprimaryagency.

Thus,bynow,thegovernmentagencyshouldhaveaclear listofwhatapplicationsystemsithastoownanddevelop,andwhataretheapplicationsitshouldusefromtheotherprimarygovernmentagencies.

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4. Define the application components

NEAARMhasdefinedthemainapplicationcomponentclassifications.Pleasereviewthemall.Inmostcases,theagencyshouldadoptalltheseapplicationcomponentsastheyaregenericyetuseful.Inaddition,reviewandaddotherapplicationcomponentstoaidthedevelopmentoftheagency’sapplications.Altheseapplicationcomponentsshouldandcanbere-useorshared.

5. Define the application interfaces

Liketheperviousstep,reviewthelistofthecommonsharedapplicationinterfacesdevelopedbyYesser.Thegovernmentagencyshouldbeabletoadoptmostoftheapplicationinterfaces.Similarly,reviewandaddotherspecificapplicationinterfacesrequired.

6. Prioritize the application systems

RefertotheNEAARM‘ApplicationSystemsforSaudiGovernment’section.Followthestepstohelpthegovernmentagencyprioritizeitsapplicationsystems.Attheendofthisprocess,thegovernmentagencywouldhavedifferent listswithdifferentpriorities forapplicationsystemdevelopment.

7. Document and review

After listingall theprioritizedapplicationsystems,componentsandinterfaces,documenttherel-evantinformationintoastructuredinformationbaseontheagency’sdocumentationstandards.Itisrecommendedtomapouttherelationshipbetweentheapplicationsystemsandthebusinessorsub-businessfunctions.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherpartysuchasbusiness/applicationownerstocarryoutafinalreview.


Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee. TheChiefArchitectorApplicationArchitect should front thispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.

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9.5.4 Step 5.4 Build data reference model

TheDataReferenceModel(DRM)isamodelthatclassifiesdataanddefinesastandarddatastructuretosupportdevelopingdataarchitectureandpromotingdatastandardization/re-use/management.TheDRMgivesastandarddataclassificationforallthedatauseinthegovernmentagency,includingthedatasourcesandthedatarelationships.

NEADRM

Figure9-14showstheNEADRMartifactswhileTable9-11describestheartifactsordeliver-ables.GovernmentagencieshavetoreferandunderstandtheNEADRMartifactsandcontents.

Figure 9-14: NEA DRM artifacts

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1 Purpose/Direction ThepurposeofDRM2 DRMPrinciples ThearchitecturalprinciplesofDRM3 NationalDataModel ThedatamodelforKSAgovernment4 DataClassification Themajordataclassifications5 Data Structure Theoveralldatastructure6 DataExchange Thecommonmethodsfordataexchange7 DataManagement Theguidefordatamanagementforagencies

Table 9-11: DRM artifact descriptions

ThefigurebelowillustratestheoverallNEADRM.Itprovidesdescriptionsofthevariousarti-facts.PleaserefertotheDRMdetailsandconsultNEAofficeforclarificationordiscussion.

Figure 9-15: NEA DRM

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Relationship between NEA DRM and Agency DRM

TheNEADRMprovidesthereferenceforwhole-of-governmentdatausageandstandardization.ByreferencingtheNEADRM,agovernmentagencycanunderstandthehigh-leveldatamodel,dataclassification,datastructureanddataexchange.TheNEADRMalsoprovidesthedataman-agementguideforqualityandreliabledatausageandexchange.

Ontheotherhand,theagencyDRMdescribesthemaindatamodelforitsownusebasedontheNEADRMartifacts.TheagencyDRMwillhaveitsownagencydatamodel,dataclassification, datastructureanddataexchange.TheagencyDRMstructureisshowninthefigurebelow.TheagencyDRMhastoensurealignmentwiththeNEADRMintermsofthedatamodel,dataclas-sification,datastructureanddataexchange.

Figure 9-16: Agency DRM artifacts

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BuildingtheAgencyDRM

BelowtablesummarizesthemainactivitiesforbuildingtheagencyDRM.


1 DefinetheDRMpurposeordirection DRMpurpose/directionstatement

2 DefinetheDRMprinciples DRMprinciples

3 Definethedatamodel Datamodelforagency

4 Definethedataclassifications Keydataclassificationsforagency

5 Definethedatastructure Maindatastructureforagency

6 Definethedataexchanges Dataexchangesforagency

7 Documentandreview RevieweddraftDRM

8 Obtaingovernanceapproval ApprovedagencyDRM

Table 9-12: Main activities to build agency DRM

1. Define the DRM purpose or direction

DependingontheEAscopeoftheagency,theEACoreandworkingteamshavetodiscussandagreeontheDRMpurposeordirection. It is importanttoscopecarefullytheDRM,as itcanpotentiallybeverywide.ItisalsonecessarytorefertotheagencyPRMandincorporaterelevantstrategicgoalsandmeasurements intotheDRM.BelowisanexampleofaDRMpurposeordirectionstatement.

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Figure 9-17: Example for defining DRM purpose

2. Define the DRM principles

RefertotheNEADRMprinciples.AgoodsetofprincipleswillaidthedevelopmentoftheagencyDRM.ReviewtheNEADRMprinciplesandcustomizetheappropriateprinciplesfortheagencyDRM.Asaguide,donothavemorethansevenprinciples.

3. Define the data model

Theobjectiveofadatamodelistoshowdatainalogicalandstructuredmethodthataiddatadiscoveryanddata re-use. Itprovides theoverall viewofall thedifferentarchitecturaldatacomponentsinastructuredfashion.

ByreferringtotheNEADRM,eachgovernmentagencycanidentifywhichdataareestablishedandoperationalatthenationallevel.Similarly,theagencyhastobuilditsdatamodeltodepictoperationaldatausedintheagency.Developasimilardatamodelforthegovernmentagency.Thedatamodelwouldhavedataclassifications,datastructureanddataexchanges.

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4. Define the data classifications

Theamountofdatacaneasilycauseoperationalcomplexitiesinanygovernmentagency.Withmassivedataelementsfromdifferentsources,itisnecessarytoorganizeandclassifydatasothattheagencycanefficientlysearch,useandmanagedata.

RefertoNEADRM.Basedonthedatarequiredbythegovernmentagency,classifythesedataaccordingly.Thefigurebelowisanexampledataclassification.

Figure 9-18: Example for developing data classification structure

5. Define the data structure

TheNEADRMhasdefineddatastructureconsistingofdataelements,dataentities,datapropertiesandtheirrelationships.Similarly,definethedatastructurefortheagencydata.TheEACoreorworkingteamsmaywanttostartbedefiningthestructureforcommonlyusedataintheagency.Belowisanexampleofdatastructuredefinitions.Notethatanumberofthesedatadefinitionsmaptothedataclassificationsestablishedintheabovestep.Inaddition,theagencyhastodocu-mentthedatapropertiesandrelationships.

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Items of Entity Definition Entity Description

EntityNameAsentitynametobemanagedbyagencyDRM,itisuniquely,consistentlynamedbyusingbusinessterms

EntityDefinition Definesbothwhatistheentityandtowhom,how,wheretheentityisused

DataSubjectAreaDatasubjectareawhichtherelevantentitybelongstoindataclassificationsystem

Data GroupDatagroupwhichtherelevantentitybelongstoindataclassificationsys-tem

UnusualRemarkofEntity Describingitemstoseparatelyemphasize,exceptentitydefinition

EntityVersion Relevantentity’sversion

EntityOwnership Nameorcodeofanagencyordepartmentcreatingtherelevantentity

Table 9-13: Example data structure definition

6. Define the data exchanges

Finally,define thedataexchangeswithothergovernmentagencies.Basedon thedataentities definedabove,simplylistallthedataexchanges.Foralignment,pleaserefertotheNEADRMforthedataexchangedefinitionsandmethods.Thetablebelowisanexamplelistofdataex-change.

S/No

Data Entity

Agency Name / Location

Exchange Description

Exchange Frequency

Exchange Direction

1 Nameofdataentity

Nameofagencyandlocationorbranch

Descriptionaboutthedataexchangeanddataentity

Frequencysuchasmonthly,weekly,daily,hourly

InboundorOutbound

Table 9-14: Example data exchange definition

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Uponcompletionoftheabovedeliverables,theEACoreandworkingteamshavetodocumenttheDRMaccordingtotheagency’sdocumentationstandard.Carryoutaninternalreview.Inaddition,itisrecommendedtogetotherpartiestoreviewtheDRMsuchasthebusinessteamandtheDBAs.


Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presentittotheEAGovernanceCommittee.TheChiefArchitectorDataArchitectshouldfrontthispre-sentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.

9.5.5 Step 5.5 Build technology reference model

TheTechnologyReferenceModel (TRM)classifiesanddefines technologiesand technologystandards/specificationsthatsupportbusinessesandservices.ThepurposeofTRMisforenu-meratingandunderstandingtheunderlyingITservice&technologyelements,analyzingthemandthenapplyingclassificationsandrelevantstandards.

NEATRM

Figure9-19showstheNEATRMartifactswhileTable9-15describestheartifactsanddeliver-ables.GovernmentagencieshavetoreferandunderstandtheNEATRMartifactsandcontents.PleaserefertotheTRMdetailsandconsultNEAofficeforclarificationordiscussion.

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Figure 9-19: NEA TRM artifacts


1 Purpose/Direction ThepurposeofTRM2 TRMPrinciples ThearchitecturalprinciplesofTRM3 ServiceArea Thehighestleveltechnologyservicearea4 ServiceCategory Thetechnologyservicecategorywithinaservice

area5 ServiceStandard Thelistoftechnologyservicestandards

Table 9-15: TRM artifact descriptions

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Thetablebelowdescribesthevariousserviceareasandservicecategories.

Service Area Service Categories

ServiceAccessandDelivery AccessChannels

DeliveryChannels

ServiceRequirements

ServiceTransportServicePlatformandInfrastructure SupportPlatforms

DeliveryServers

SoftwareEngineering

Databases/Storage

Hardware/InfrastructureComponentFramework Security

Presentation/Interface

Programming

DataInterchange

DataManagementServiceInterfaceandIntegration Integration

Interoperability

Interface

Table 9-16: TRM service area and category descriptions

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RelationshipbetweenNEATRMandAgencyTRM

TheNEA TRMdescribes the reference forwhole-of-government technology standards. ByreferencingtheNEATRM,agovernmentagencycanextracttherelevantscopethatisapplicablewithintheagency.TheagencyTRMhastodescribemoredetailtechnologystandardswhereapplicable ifthesearenotdescribeintheNEATRM.Atthesametime,theagencyTRMhasto ensurealignmentwiththeNEATRMintermsofthehigh-levelserviceareasandservicecategories.

BuildingtheAgencyTRM

BelowtablesummarizesthemainactivitiesforbuildingtheagencyTRM.


1 DefinetheTRMpurposeordirection TRMpurpose/directionstatement

2 DefinetheTRMprinciples TRMprinciples

3 Define the service areas and servicecategories

Service categories within service areasfortheagency

4 Settheservicestandards Servicestandards(standardprofile)withineachservicecategoryrelevantforagency

5 Documentandreview RevieweddraftTRM

6 Obtaingovernanceapproval ApprovedagencyTRM

Table 9-17: Main activities to build agency TRM

1. Define the TRM purpose or direction

DependingontheactualEAscopeforthegovernmentagency,ithastodefinetheappropri-ateTRMpurposeordirection.ThegovernmentagencycanrefertotheNEATRM’spurposeorgoalstofurtherrefineorlocalizeitspurpose.ItisalsonecessarytorefertotheagencyPRMandincorporaterelevantstrategicgoalsandmeasurementsintotheTRM.Figure9-16belowshowsanexampleoftheTRMpurposeanddirection.

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Figure 9-20: Example TRM purpose

Figure 9-21: Example TRM structure

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2. Define the TRM principles

RefertoNEATRMprinciplestoadoptandadaptforthegovernmentagency’sownTRMprin-ciples.NotethatgoodprincipleswouldaidordirectthesubsequentdevelopmentworkoftheTRM.Asaguide,thereshouldnotbemorethansevenprinciples.

3. Define the service areas and service categories

WithreferencetoNEATRM(seeTable9-17above),analyzeandlocalizetheserviceareasandservicecategories.

Inmostcases,theagencywouldadoptalltheserviceareas,asthesearehigh-leveltechnologyclassifications.However,theagencymayaddorremoveifrequired(thisispossibleifthegov-ernmentagency’sscopeforTRMorEAislimited).

Foreachservicearea,analyzeifthegovernmentagencyrequirestheservicecategories.Simi-larly,theagencymayaddorremoveservicecategoriesifrequired.

Astheserviceareasandinter-connectedwiththeservicecategories,itisrecommendedtodoathoroughreviewforapplicability.

4. Set the service standards

Settingtheservicestandardsrequireresearchandthoroughanalysis.ThegovernmentagencycanrefertoNEATRM’sservicestandardsandadaptthemfortheagency.

Tosettheservicestandards,thefollowingactivitiesarehighlyrecommended:

a.Define‘standard’methodtodefineservicestandards

Firstly, it is necessary to define carefully the standardmethod to set the service standards.TheagencyTRM’sprinciplesmayaffect the service standardsadoptionanddescription.Forexample,ifoneoftheTRMprinciplesisnottousevendor-specifictechnology,thentheservice

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standardcannotdescribe thevendorproductsor technologystandards.On theotherhand,ifthereisnosuchprincipleonvendorproducts,theservicestandardscanrefertobothopenstandardsandvendor-specificproducts.

Itisalsonecessarytodefinethestandardclassificationsuchas:

i.Mandatory–standardsthatshallbecomplied

ii.Recommended–standardsthataregoodtocomplybutnotamust

iii.New–latesttechnologystandardsthatcanbeusedifpossible

iv.Obsolete–standardsthatareoutdatedandshouldbereplaced.

Anotherconsiderationistodescribethestatusandpublishdateofthestandardssothatread-ersknowifthesearenew,revisedoroutdatedstandards.

TheEACoreteamshouldalsoensurethatthesestandardclassificationsarealignwiththecom-pliancemanagementunderContinuousGovernancesection.

Itisalsoa‘standard’practiceistoreferencetheservicestandardstotheofficialorganizationorvendorsourcesuchasISO,IEEEandOASISamongothers.

b.Foreachservicecategory,collectandlistallthenecessarytechnologystandards

Withallthetechnologystandards,ensurethattheyareapplicable.Forrelated,duplicatedorsimilarstandards,theagencyhastodecideifwouldbesimplerandmoreeffectivetocombinethestandardsorseparatethem.

Afterconsolidatingallthestandards,assignthestandardclassificationandofficialsourceofthestandard.

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c.Writetheactualservicestandardsaccordingto‘standard’method

Finally,writetheactualservicestandardsintheformatormethodwhatwasagreed.TheEACoreorworkingteammembershavetoconsidertheabilityforthereadertoquicklysearchandfindtherequiredservicestandards.

Forexamplesofgoodstandards,pleaserefertoISO,IEC,IEEEandOASIS.


Afterdraftingall thedefinitionsandstandards,documentall therelevant informationintoastructuredinformationbaseontheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherpartytocarryoutafinalreview.


Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectorTechnologyArchitectshouldfrontthispre-sentation. From the comments from the committee,make thenecessary changes toobtaintheirfinalapproval.

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10. Stage 6 – Build Current Architecture10.1 Stage summary

Oncetheframeworkandreferencemodelsareestablishedandagreedupon,thegovernmentagencyembarksononeofthemostcriticalstepsinitsEAjourney.ThefocusofthisstageisincapturingthecurrentarchitecturesofthegovernmentagencysothattheagencycanclearlyunderstanditsITandbusinesslandscapes.Thiswouldallowabettervisibilityoftheinterconnectionsamongdifferent architectures and components, and aid in analyzing the agency’s issues,challengesandopportunitiesrelatingtobusiness,information/dataandtechnologies.

TheinformationcapturedandarchitecturescreatedinthisstageincludeBusinessArchitecture,Application Architecture, Data Architecture and Technology Architecture. The governmentagencymaybuildallthecurrentarchitecturesorselectiverelevantarchitecturesdependingonitsEAscopeanddevelopmentstrategy.

10.2 Stage purpose

Thepurposeof thisstage is toanalyzeanddocumentthestatusof thecurrentgovernmentagency’sITandbusinesslandscapes.Theexpectedoutcomesordeliverablesofthisstageare:

1. CurrentBusinessArchitecture

2. CurrentApplicationArchitecture

3. CurrentDataArchitecture

4. CurrentTechnologyArchitecture.

Notethattheabovearerecommendedoutcomes.AgovernmentagencycanhavemoreorlessarchitecturesdependingonitsEAscope,goals,EAframeworkdesignanddevelopmentstrat-egy.Otherexamplesnotlistedaboveincludecurrentsecurityandperformancearchitectures.

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Withthecompletionofthepreviousphases,theEACoreTeamandworkingteamshavetoensurethatthefollowingdeliverablesareinplace:

1. PerformanceReferenceModel

2. BusinessReferenceModel

3. ApplicationReferenceModel

4. DataReferenceModel

5. TechnologyReferenceModel.

Again,dependingontheEAscopeanddevelopmentstrategy,thegovernmentagencyhastoensure that the corresponding referencemodels are completed. If thegovernmentagencyintendstobuildallarchitectures,thenitneedsthefiveabovereferencemodels.However,ifthegovernmentagencyisdoingaspecificEAscopesuchasdataandtechnologyconsolidation,thenitneedstohaveatleastthedataandtechnologyreferencemodelsinplace.

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Table9-2listthekeyactivitiesandexpecteddeliverablesforstage6.

Stage /


6 BuildGovernmentAgency’sCurrentAr-chitectures

Government Agency’s RelevantCurrentArchitectures

6.1 CapturecurrentbusinessandITdata GovernmentAgency’sCurrentData

6.2 Analyzeandbuildthebusinessarchitec-turethatdescribesthecurrentbusinessfunctions, sub-business functions, busi-ness processes, business activities andbusinessservices

Government Agency’s CurrentBusinessArchitecture

6.3 Analyzeandbuildtheapplicationarchi-tecture that lists all the current appli-cations (fully automated, partial auto-mated&manual),andtherelationshipsbetween these applications and thebusinessfunctions/processes/services

Government Agency’s CurrentApplicationArchitecture

6.4 Analyzeandbuildthedataarchitecturethatshowsallthecurrentdatausedbythe government agency, the usage ofdata by applications including data ex-changewithinandexternally

Government Agency’s CurrentDataArchitecture

6.5 Analyzeandbuildthetechnologyarchi-tecturethatillustratesthecurrentITin-frastructureusedbythevariousapplica-tions,dataandpeople

Government Agency’s CurrentTechnologyArchitecture

6.6 CurrentArchitectureAnalysis Summary of Improvement Op-portunities


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10.4.1 Step 6.1 Capture current business and IT data

ThefirstimportantstepistocaptureboththecurrentbusinessandITdatainthegovernmentagency.Currentdataisrequiredtounderstandtheactualrealityoftheagency’sbusinessandITlandscapes.Datahastobeup-to-date,accurateandverified.Itisalwaysbettertohavemoredetaileddatathaninsufficientdata.

Dependingontheagency’sactualEAscopeandobjectives,theEACoreandworkingteamshavetopreparetherelevantmeanstocapturetherequireddata.IftheagencyisdoingtheentireEA,thenithastocaptureinformationaboutthebusiness,applications,data/databasesandinfrastructure.Ontheotherhand,iftheagencyisdoingonlytechnologyarchitecture,thenithastocapturethecurrentITtechnologiesandinfrastructuredata.

However,theteamsmayfacedifficultytoobtainthesupportofthevariouspartiesordivisionsto capture the currentdata.Aspartof changemanagement (please seeContinuousGover-nance–ChangeManagementsection),itisrecommendedtoprovideclearcommunicationstotherelevantdepartments,divisionsorbranchesintheagencyontheneedforEAandthedatacapturingexercise.

Thefollowingaretherecommendedactivitiestocapturecurrentdataintheagency:

S/No Activity

1 Identifydataelementsanddatasourcesrequired

2 Designdatacapturingmethod(s)

3 Designdatacapturingtemplates

4 PresenttoEAGovernanceCommitteeondatacapturingapproach

5 Brieftherelevantparties

6 Capturetherelevantcurrentdata

7 Verifyandupdate

Figure 10-1: Data capturing activities

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1. Identify data elements and data sources required

Thefirstactivityistoidentifyallthedataelementsandtheirrespectivedatasources.TheEACoreandworkingteamscanfirstrefertotheirreferencemodelstodeterminetheminimumreferencetoartifacts.Fromtheseartifacts,identifythemaindataelementsfromcurrentdata-basesandapplicationsystems.Theteamsneedalsotoidentifydatafromphysicalsourcessuchasforms,catalogues,websites,etc.

Thetablebelowprovidesexamplesourcesofcapturingdata.

Current

ArchitecturePossible Data Sources

Business

Architecture

1. Organizationchart

2. Agencyrolesandfunctionaldescriptions

3. Listofbusinessprocesses

4. Servicecatalogue(ifany)Application

Architecture

1. Applicationsystemscatalogue(ifany);elselistofallapplicationsys-temsincludingapplicationownersandapplicationsystemsstatus

2. ListofapplicationfunctionsDataArchitecture 1. Databasemanagementsystem(DBMS)forallthedatabases

2. Databaseordataschemadiagrams

3. Listofdataexchanges(externalandinternal)

4. Datamodel(ifany)

5. Databasecatalogue(ifany)

6. Dataflowdiagrams(ifany)

7. Datadictionary(ifany)Technology

Architecture

1. Hardwarecatalogue

2. Softwarecatalogue

3. Softwarelicenseagreements

4. Networkarchitecturediagrams

5. Datacenterlayoutdiagrams

6. Storageinformation(includingback-ups)

Table 10-2: Example of possible data sources

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2. Design data capturing method(s)

Havingidentifiedthedataelementsandthedatasources,thenextactivityistoanalyzetode-terminewhatdataisunavailable.Mostofthedatashouldbeavailableinthecurrentsystemssomewhereinthegovernmentagency.Itisimportanttodesignamethod(s)tocaptureallthesedataintoonerepositorysothatthedatacanbeanalyzedlaterinthisandsubsequentstages.

Fordataunavailableornotupdated,theteamsmaydesigndatacapturingmethodssuchasquestionnaire,dataspreadsheetandevenonlinedatainputscreens.

3. Design data capturing templates

TheEACoreandworkingteamshavetodesignthemaintemplatestocapturethedata.Al-thoughdifferentarchitecturesrequiredifferentdata, theteamsmayconsiderdoingan inte-grateddatacapturingexercisesothateverydataelementiscapturedonce.Thisisanexcellentexercisefortheteamstostartthinkingthroughthedatarequiredforthevariousarchitectures.Thedatacapturingtemplatescanbeonspreadsheetoronlinescreen.

4. Present to EA Governance Committee on data capturing approach

ThisisoneofthecrucialstagesintheEAjourney.Itisnecessaryandimportanttocapturealltherightamountdataaboutthegovernmentagency.PresentthedatacapturingapproachtotheEAGovernanceCommitteesothattheyunderstandtheimportance.Inaddition,theEAGover-nanceCommitteecanprovideappropriatedirectionsandensurerelevantpartiesordivisionsintheagencywillsupportthedatacapturingexercise.

5. Brief relevant parties

Aspartofchangemanagement,informtherelevantpartiesordivisionsabouttheEAandinpar-ticularaboutthedatacapturingexercise.Thisbriefingaimstogetthesupportoftherelevantpartiesordivisions.ThebriefingisagoodopportunitytohelpthespreadthemessageabouttheEAbenefits.

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6. Capture the relevant current data

Requestforspecificpersonstobeinvolvedinthedatacapturingexercise.Briefthemthedetailsofdatacapturing.Providealltherelevantdatacapturingtemplatesandguidancetotherelevantpartiesordivisions.TheEACoreandworkingteams,whererequired,shouldcloselyhelpthosewhoarecapturingthecurrentdata.

7. Verify and update

Verifyallthedatacaptured.TheEACoreandworkingteamsmayneedtimetoverifyandupdatethesedataifrequired.Itisrecommendedthatdatasourceownersreviewthesedatacaptured.Thedatacapturedwillbeusedinthenextsteps.

10.4.2 Step 6.2 Analyze and build current business architecture

Inthepreviousstage,theteamhasbuiltordocumenttheagency’sBusinessReferenceModel(BRM)basedontheNEABusinessReferenceModel.Thegovernmentagency’sBRMwillbeuseasthemaindocumenttobuildthecurrentBusinessArchitecture(BA).

ThecurrentBAreflectstheactualbusinessaccountabilities,roles,functions,processesandser-vicesofthegovernmentagency.ThecurrentBAisusefultounderstandthevariousinter-agen-cyrelationshipsandthedetailedinternalbusinesscomplexityaffectingtheagency’sdivisions,branchesanddepartments.

RelationshipbetweenAgencyBAandAgencyBRM

Inthepreviousstage,theteamhasdevelopedtheagencyBRMbasedonNEATRM.Thus,nowisthetimetoreferencetheagencyBRMtobuildtheBA.

Inessence,theBAisderivefromtheagencyBRM.Themaindifference,however,isthemani-festationofthevariousartifactsordeliverablestoreflectaccuratelythecurrentstateinthegovernmentagency.Inshort,theBAhasmoredetailstodepicttheactualbusinessscenariosofthegovernmentagency.

ThefigurebelowshowsthedifferencebetweentheBRMandBA.Asmoredataanddetailsarerequired,therewillalsobeadditionalartifactsashighlightedinred.

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Figure 10-2: Difference between BRM and BA

RelationshipsamongAgencyBAandotherarchitectures

Table10-13summarizestheagencyBArelationshipswithothercurrentarchitectures.

Other Current Architectures

BA Relationship

AA BAdrivestherequirementsforITapplicationstoimproveagencyper-formance,productivityandcustomerservice

DA BArequiresdataandinformationfordecisionmakingandefficientop-erations

TA BAprovidestherequirementsfororganizationefficiencyandeffectivenessthroughtechnologiessuchasofficeautomationandpersonaldigitaldevices.

Table 10-3: BA relationship with other architectures

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ThefigurebelowshowstherelationshipsamongBAartifactsandtherelationshipswithartifactsfromotherarchitectures.

Figure 10-3: BA artifacts’ relationship diagram

DescriptionabouttheAgencyBA

Oncompletion,thecurrentBAwilldepictthecurrentbusinesslandscapeofthegovernmentagency.SincetheBAisanexpansionoftheagencyBRM,thefollowingaretheartifactsorde-liverables.Notethattherearethreeadditionalartifactsordeliverables.Collectively,theywillprovideacomprehensivedescriptionofthecurrentBA.

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1 Purpose/Direction ThepurposeofBA

2 BAPrinciples ThearchitecturalprinciplesofBA

3 BusinessAreas(BRM) Themainbusinessareasfortheagency

4 LinesofBusiness(BRM) Themain LoBs(Line of Business) for the agencywithinthebusinessareas

5 BusinessFunctions(BRM) ThekeybusinessfunctiondescriptionswithinLoBs

6 Sub-BusinessFunctions(BRM) The sub-business function descriptions withineachbusinessfunction

7 BusinessProcesses The list of business process descriptions withineachsub-businessfunction

8 OrganizationChart Thecurrentorganizationchartfortheagency

9 ServiceCatalogue Thecurrentlistofbusinessservices

Table 10-4: BA artifact descriptions

BuildingtheAgencyBA

BelowtablesummarizesthemainactivitiesforbuildingtheagencyBA.


1 DefinetheBApurposeordirection BApurpose/directionstatement

2 DefinetheBAprinciples BAprinciples

3 Documenttheorganizationinformation Organizationchart

4 Definethebusinessfunctions(BRM) Reviewed/updatedbusinessareas,LoBs,businessfunctionsandcreatedsub-busi-nessfunctions

5 Definethebusinessprocesses Listofbusinessprocessesfortheagency

6 Documenttheservicecatalogue Servicecatalogue

7 Documentandreview RevieweddraftcurrentBA

8 Obtaingovernanceapproval ApprovedagencycurrentBA

Table 10-5: Activities to build BA

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1. Define the BA purpose or direction

TheTAandTRMpurposesarealike.ThedifferenceisthattheTApurposecanshowactualout-comesdirectly.ReviewtheTRMpurpose,amendanddefinetheTApurposeordirection.

2. Define BA principles

TheBAandBRMprinciplesaresimilar.TheslightdifferenceisthattheBAhastodescribemoreorganizationalandservicesinformation.Hence,itisnecessarytoreviewtheBRMprinciplesandmaymakeminorchangesoradditionsinparticularaboutaddressingmoreservice-orientationforthegovernmentagency.

3. Document the organization information

This step is simply todocument themainorganizational informationabout thegovernmentagency.Thishelpsinensuringalignmentwithgovernmentagency’sprimarypurposeandac-countability.

Themain information tobe captured are theorganization chart, and itsmission and visionstatements.Otherinformationsuchasbroadstrategiesandgoalsofthegovernmentagencyareoptionalitems.

NotethatiftheinformationarealreadyavailableintheBRM,thentheEACoreteamhastosimplyverifyandupdatethem.Ifitisnotavailable,thentheinformationhavetobeofficiallysourcedanddocumented.Typically,theorganizationalinformationshouldbeavailableonof-ficialwebsites.Figure10-3isanexampleofanorganizationchart,whileTable10-5liststhemainattributesofanorganization.

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Figure 10-4: Organizational chart example

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Property DescriptionRelationship with national meta model

Name

Anorganizational unit is any functional unit like Corporate/department/sectionthatcollectivelyexecutesthebusinessfunctions.

ItisalsousetorepresentanyexternalentitiessuchasGovernmentAgencies,Ministries,AuthoritiesandCouncils.

ItcouldalsorepresentacollaborationofmultipleOrganizationUnits(likecommitteesandprograms)

-

Description Thegovernmentagency’smainmission,visionorrole -

Type Thegovernmenttypesuchasministry,authority,council,center,program,etc. -

HierarchyLevel Thedifferentorganizationallevelsinthegovernmentagency -

ChildUnitsAgrouporunitofstaffreportingtoahigher levelsupervisoryunitordepartment

-

Location Theactuallocationsuchascityortownnames -

HasPositions Thenumberofpositionsinthesamehierarchy -

OwnedBusinessfunction

Thebusinessfunctionsownedbyadepartmentorunit -

OwnedBusinessServices

Thebusinessservicesownedbyadepartmentorunit -

Table 10-6: The properties of organization chart

4. Define the business functions(BRM)

Inthisstep,theEACoreteamandworkingteamshavetoanalyzeanddocument importantarchitectureelements together–BusinessAreas, LoBs,Business functionsandsub-businessfunctions. It is highly recommended that the teammemberwith themost experience andknowledge intheSaudigovernmentroles, functionsandprocesses leadthisexercise.Figure10-4illustratestherelationshipsamongthevariouselementsinBA.

ReviewthebusinessareasintheBRM.Ensurethatthecurrentbusinessareasidentifiedarestillrelevant.Theteammembersmaywanttocheckifthereaddednewaccountabilitiesor

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responsibilitiesforthegovernmentagencymentionedthroughroyaldecreesorgovernmentofficialannouncementsasthesemayaffectthisreviewprocess.

Foreachbusinessarea,reviewalltherelevantLoBsthatthegovernmentagencyisresponsible.Refertothegovernmentagency’sBRM.EnsureandverifythatthelistofLoBsintheBRMarecorrect.NotethatnearlyallgovernmentagencieswouldhaveLoBsindifferentbusinessareas.ItisimportantthattheteamcomballtheLoBsintheNEABRMasaverificationexercise.

ForeachLoB,theEACoreteamandworkingteamshavetodocumentallthebusinessfunctionswithintherespectiveLoBs.WhiletheBRMmaylistsomeofthesebusinessfunctions,theteamhastoverifyandaddothermissingbusinessfunctionsifany.Thisexercisewouldensurethatallthegovernmentfunctionsaredocumented–bothprimaryandsecondary.Asaguidetoverifythebusinessfunctions,theteamcanreviewthetop4levelsoftheorganizationchartinclud-ingallthedivisionsanddepartments.Itisanormtohavearangebetween10and30businessfunctionsforagovernmentagency.

Withineachbusinessfunction,theteamnowhastoanalyzeandlistallthesub-businessfunc-tions.Thesearefinergraindescriptionsaboutthebusinessfunction.Abusinessfunctionnor-mallyhas2ormoresub-businessfunctions.Theteamcanreviewtheorganizationchartasaguide-especiallyatlevels5andlowerwherealltheunits,branchesandteamsaredefine.Agovernmentagencytypicallyhas40to100sub-businessfunctions.Documentallthebusinessfunctionsandsub-businessfunctionsintheexampleformatbelow.

Figure 10-5: Business area, LoB, business function and sub-business function diagram example

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Name Thenameofbusinessfunction -

Description Thedetaildescriptionofthisfunction -

LevelThe levelof relevantbusiness functionsuchas area,LOB,function,andsub-function

-

UpperfunctionThe related upper function’s name. ‘Sub-function’shouldberelatedwithoneof‘function’

-

Figure 10-6: The properties of business function description

5. Define the business processes

Havingdocumentedallthebusinessandsub-businessfunctions,theEACoreteamandworkingteamshavetoworkwiththebusinessownerorrepresentativestoanalyzeandtodocumentallthebusinessprocesseswithineachsub-businessfunction.NotethattheNEAandgovernmentagency’sBRMdonothavethislistofbusinessprocesses.

Althoughthisisatedioustask,itisimportanttodocumentallthebusinessprocessessothatthegovernmentagencycanvisualizeandidentifyareasofimprovementstothevariousbusinessfunctionsandsub-functions.Thistaskisalsonecessarytofacilitatethediscoveryofpotentialprocessesthatcanbeimprovedorre-engineeredtoimprovethesub-businessfunctionorbusi-nessfunctionasawhole.Thesebusinessprocessimprovementsaidtheagency’se-Governmenttransformationjourney.Itishighlyrecommendedthatthedepartmentsorbranchesresponsi-bleforthesesub-businessfunctionsdedicatestafftoworkwiththeEACoreandworkingteams.

Forastart,theEACoreandworkingteamshavetounderstandandagreeonthefollowingim-portantdefinitions:

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a. Asub-businessfunctionnormallyhastwoormorebusinessprocesses

b.Abusinessprocessconsistsofaseriesofbusinessactivitiescarryouttoperformaspecificbusinessoutcome;ithasoneormoreinputsandoneormoreoutputs

c. Thebusinessprocesses,ifautomated,aresupportedbyoneormoreITapplications.

Figure10-6showstheinformationaboutasub-businessfunction.

Figure 10-7: Contents of a sub-business function

Figure 10-7 shows themain information about a sub-business functionusing oneofMOE’sexamples.Notethatthisisforillustrativepurposeonlyanddoesnotcontainthefullupdatedinformation. In this example, the sub-business functionof LicensingManagementhas fourbusinessprocesses.

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Figure 10-8: MOE’s sub-business function & business process relationship

Documentthesub-businessfunctionanditsprocessesasshowninthetablesbelow.

Attribute Description

Sub-BusinessFunctionID B.1.3

Sub-BusinessFunctionName LicensingManagement

Sub-BusinessFunctionDescription Manage the issuance, update and revoke of privateschoollicense

Input • CompanyRegistrationID

• Paymentbyrequestor

Output PrivateSchoolOperatingCertificate

ApplicationSystems • LicensingPortalSystem

• PrivateSchoolsManagementSystem

• NationalSharedPaymentSystem

Table 10-7: Example of sub-business function description

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Process ID

Process Name

Process De-scription

Process Owner Input Output

B.1.3-1 ManageLicensingRules

Manageandupdatethevariousrules/conditionsrelatingtotheoperatingprivateschools

LicensingManagementDirector

Updatesfromministries;royaldecrees

Updatedsetofrules

B.1.3-2 Register&MaintainPrivateSchoolsList

Create and Update listofprivateschools


Updated set ofrules

UpdatedPrivateSchoolsList

B.1.3-3 ProcessRequestfornew,updateorterminate

Reviewandap-proveorrejecttherequestforanew/update/terminateprivateschool


Request Approvedrequest

B.1.3-4 IssueorRevokeLicense

Printandissuephysi-callicense;

Removeandrevokephysicallicense


Approvedrequest

Newlicenseorrevokelicense

Table 10-8: Business process description example

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Documentalltheactivitieswithineachprocess.Thetablebelowisanexampleof

theactivitiesunder‘ProcessNewRequestforPrivateSchool’i.e.B.1.3-3.

Activity ID

Activity Name

Activity De-scription

Activity Owner Input Output

B.1.3-3-1 Validaterequest Checkallrelevantinformationinrequest

PrivateSchoolsLicensingOfficer

Requestform Nil

B.1.3-3-2 Verifyrequest Verifyrequestisvalidandcorrect


Requestform Nil

B.1.3-3-3 Checkforsimi-larschool

Ensurethattheproposedschoolnameisnotinuse


Requestform Nil

B.1.3-3-4 Checkowner’srecords

Carryoutdetailedfinancialandcriminalchecksonowner(s)


Proposed owner’snationalID

Proposed owner’sstatus

B.1.3-3-5 Checkcurricu-lumcompliance

Checkforcompliancetonationalcurriculum

CurriculumEdu-cationOfficer

Proposed curriculumplan

Curriculumcompliancestatus

B.1.3-3-6 Conductphysi-calcheck

Checkproposedprivateschoolenvironment


Proposed sitelocationinformation

Physicallocationstatus

B.1.3-3-7 Decideonrequest

Decidetoapproveorreject PrivateSchoolsLicensingOfficer

Outputsfrompreviousactivities

Decision

Table 10-9: Business activity description example

Inadditiontotheactivitydescriptionabove,itishighlyrecommendedtodepicttheprocessandactivitiesinaprocessmap.Figure10-8isanexampleprocessmap.

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Figure 10-9: Business process map example

6. Document the service catalogue

Fromthelistofbusinessprocessesandactivities,theEACoreandworkingteamscananalyzejointlywith the sub-business functionownerandprocessowners todocument the servicesofferedtocitizens(G2C),businesses(G2B),employees(G2E)andothergovernmentagencies(G2G).Aspartofthecurrentbusinessarchitecture, it is importanttoknowwhatservices(eitherelectronicormanual)areofferedwithineachsub-businessfunction.Thiswouldaidthegovernmentagencytoidentifyareasforbusinessorservicetransformation.

Typically,asetofbusinessprocesseswillformonedistinctserviceofferingbythegovernmentagency.Withinasub-businessfunction,therecanbeoneormoresetsofrelatedbusinessprocesses,henceoneormoreservices.

Itiscommonmistaketoequatebusinessprocessestothedeliveryofservices,i.e.itisamistaketo equateonebusiness process =one service. Sometimes, evendetailedbusiness activitiesareregardedasservices(forexample,abusinessprocessmayhave5activitiesthatproduceso-called5services).Alwaysviewaservicefromthecustomer’sperspective,i.e.outcomethathasavaluetothecustomer.Businessprocessandactivitiesonhowtocarryouttheserviceisofnoconcerntothecustomer,althoughitismajorconcernforthebusinessorfunctionowner.

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Analyzethebusinessprocessesanddocumenttheservicesasfollows:

a. Usingthebusinessprocessmaps,identifyanyserviceofferedforeachbusinessprocess(i.e.outputtoastakeholderorcustomerisusuallyaservice)

b.Documenttheserviceaccordingtoitscategorization(pleaseseeTable10-9).Ensurethattheformatissameorsimilar,astheservicedetailsarerequiredtoconsolidatefortheNationalSaudiGovernmentServiceCatalogue.Table10-10showsanexampleservicecatalogue

c. Analyzetoremoveduplicateservicesacrossdifferentbusinessprocesses.


Service ID

UniqueserviceidentifierBusinessservice(SRS)

BusinessService Name

NameofthebusinessserviceBusinessservice(SRS)

BusinessServiceDescription

DescriptionofthebusinessserviceBusinessservice(SRS)

Service TypeBasedonConsumer

Categoryofthebusinessservice,i.e.G2C,G2B,G2GorG2EBusinessservice(SRS)

ServiceTypebasedOnGranularity

MainServiceorSubServiceBusinessservice(SRS)

ServiceMaturity MaturityofService-Informative,Transactionaletc..Businessservice(SRS)

ServiceDeliveryChannelModeoftheservicedeliverysuchasmanual,online,kioskorcombination

Businessservice(SRS)

ServiceLocation LocationoftheServicebeingdelivered.Businessservice(SRS)

Service Owner

NameordesignationoftheserviceownerBusinessservice(SRS)

ServiceFees TheamountchargedfromconsumersoftheserviceBusinessservice(SRS)

ServiceOutputOutputsattheendoftheservicesuchasdocuments,reportsandupdatedinformation


Pre-Requisite MandatoryrequirementorconditionbeforetheservicecanstartBusinessservice(SRS)

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ServiceRequirements SupportingdocumentsrequiredtousetheserviceBusinessservice(SRS)

BusinessProcessAf-fected

Zero,oneormoreservicesaffectedbythisbusinessprocess;theaffectedservicesidentifiedbytheiruniqueServiceID


DataDependency DatarequiredfromotheragenciestoexecutetheserviceBusinessservice(SRS)

ServiceLinkageIsthisserviceutilizedbyotheragenciestoexecutetheirownservices


ServicingTimeTimerequiredtodelivertheservicetoconsumerfromservicerequesttothelogicalend.


Table 10-10: The properties of service catalogue

UsingtheMOE’sexample,thereare2servicesrenderedundertheLicensingManagementasshowninthetablebelow.

Service

ID

Business Service Name

Business Service Description

Service

Category

Service

Owner

Service Output

Pre-Requisite Service

Mode

Business Process Affected

B.1.1 SearchforPrivateSchool(e.g.byschoolname)

AllowspublictosearchaprivateschoolinKSA.Detailsincludethelocationoftheschool,schoolcontactinformationandthebasicteach-ingcurriculum

G2C/

G2B

LicensingManage-ment Director

PrivateSchooldetails

Nil Online B.1.3.1

B.1.2 Registerand Update PrivateSchool

Registernewprivateschools,updateinfor-mationaboutprivateschoolsandtheremovalofprivateschools.Thisserviceincludestheissueofprivateschooloperat-inglicense

G2B LicensingManage-ment Director

PrivateSchoolOperatingLicense

CompanyRegis-trationNumber,Priorpaymentforservices

Onlinewithmanualchecksand ap-proval

B.1.3.1,

B.1.3.2,

B.1.3.3,

B.1.3.4

Table 10-11: Service catalogue example

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Documentalltheaboveinformationaccordingtotheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherparty(especiallythebusinessownerandbusinessteams)tocarryoutafinalreview.

8. Obtain Governance Approval

Withthecompletionoftheabovedeliverables,presenttotheEAGovernanceCommittee.TheChiefArchitectorBusinessArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.

10.4.3 Step 6.3 Analyze and build current application architecture

Applicationarchitecture(AA)representsafocalpointforagovernmentagency’sITapplications. Itdefineshowwhatapplicationsareavailable,howtheysupportthebusinessandwhotheusersare.Applicationarchitecturewilldirectlyhelp inaligningthegovernmentagencybusinessprocessestoapplicationsystemsthatsupportthem.

Theobjectiveofcurrentapplicationarchitectureistodescribetheapplicationsystems&theirrelationshipsthatarecurrentlyinusebythevariousbusinessfunctions.Byunderstandingthiscurrent reality, it givesmanyopportunities tofindareas forbusinessautomation, removeapplicationduplicationsandimproveintegrationforbothbusinessandapplicationsystems.

RelationshipbetweenAgencyAAandAgencyARM

Inthepreviousstage,theteamhasdevelopedtheagencyARMbasedonNEAARM.Thus,nowisthetimetoreferencetheagencyARMtobuildtheAA.

TheagencyAAshowsthecurrentrealitybasedonthemainartifactsofARM.Itdescribesthevarious artifacts or deliverables that reflect accurately the current state in the governmentagency in termsofapplicationsystems. Inshort, theAAhasmoredetails thantheARMtodepicttheactualapplicationsystemscenariosofthegovernmentagency.

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ThefigurebelowshowsthedifferencebetweentheARMandAA.Asmoredataanddetailsarerequired,therewillalsobeadditionalartifactsashighlightedinred.

Figure 10-10: Difference between ARM and AA

RelationshipsamongAgencyAAandotherarchitectures

Table10-9summarizestheagencyBArelationshipswithothercurrentarchitectures.

Other Current Architectures AA Relationship

BA AAprovidesapplicationsystemstothevariousbusinessfunctionsinthegovernmentagency

DA AArequiresdatamodelanddataelements tobeuse fordecisionmakingandefficientoperations

TA AAprovidestherequirementsfortechnologiestosupportthehostingandusageofapplicationsystems

Table 10-12: AA relationship with other architectures

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ThefigurebelowshowstherelationshipsamongAAartifactsandtherelationshipswithartifactsfromotherarchitectures.

Figure 10-11: AA artifacts’ relationship diagram

DescriptionabouttheAgencyAA

Oncompletion,thecurrentAAwilldepictthecurrentapplicationlandscapeofthegovernment agency.SincetheAAisanexpansionoftheagencyARM,itprovidesacatalogueofcurrentapplications.TheapplicationcatalogueandthreeotheradditionalartifactsordeliverablesprovideacomprehensivedescriptionofthecurrentAA.

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1 Purpose/Direction ThepurposeofAA

2 AAPrinciples ThearchitecturalprinciplesofAA

3 ApplicationSystems(ARM) Themainapplicationsystemsfortheagency

4 ApplicationComponents(ARM)

Thekeyapplicationcomponentsfortheagency

5 ApplicationInterfaces(ARM) Themainapplicationinterfacesfortheagency

6 ApplicationCatalogue Thelistofapplicationsandtheirattributes

7 ApplicationFunctions Thedescriptionabouttheapplicationfunctions

8 ApplicationRelationships Thedescriptionabouttheapplicationrelationships

9 ApplicationOverview Theoverviewdescriptionoftheapplicationsystems

Table 10-13: AA artifact descriptions

BuildingtheAgencyAA

BelowtablesummarizesthemainactivitiesforbuildingtheagencyAA.


1 DefinetheAApurposeordirection AApurpose/directionstatement

2 DefinetheAAprinciples AAprinciples

3 Reviewapplicationsystems,applicationcomponentsandapplicationinterfaces(ARM)

Reviewed/updatedapplicationsystems,application components and applicationinterfaces

4 Documenttheapplicationoverview Applicationoverview

5 Documenttheapplicationcatalogue Applicationcatalogue

6 Documenttheapplicationfunctions Applicationfunctions

7 Documenttheapplicationrelationships Applicationrelationships

8 Documentandreview RevieweddraftcurrentAA

9 Obtaingovernanceapproval ApprovedagencycurrentAA

Table 10-14: Activities to build AA

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1. Define the AA purpose or direction

WhiletheagencyARMprovidesagoodreferencetothelogicalpartsofthevariousapplications,thepurposeordirectionoftheagencyAAwoulddescribehowtheseapplicationsystemscouldactuallysupportthebusiness.ReviewtheARMpurpose,amendanddefinetheAApurposeordirection.

2. Define AA principles

TheAAandARMprinciplesaresimilar.TheslightdifferenceisthattheAAhastodescribethedetailsoftheapplicationsystems,componentsand interfaces. Inaddition,theAAprincipleshavetoaddressabouttheapplicationdevelopmentissuesandprocesses.Hence,itisnecessarytoreviewtheagencyARMprinciplesandmakeminorthenecessarychangesoradditions.

3. Review application systems, application components and application

interfaces (ARM)

FromtheARM,reviewtheapplicationsystems,componentsandinterfaces.Thesehavebeendefinetoguidetheagencyintheapplicationdevelopment.Simplyreviewalltheseandmakethenecessaryadditions,amendmentsanddeletions.

4. Document the application overview

Thepurposeofapplicationoverviewistoillustrateahigh-levelrepresentationofallthecurrentapplicationswithintheagency.Theapplicationoverviewshouldincludeatleastthefollowingdetails:

Attribute DescriptionRelationship with

national meta model

ApplicationName Theinternalnameoftheapplication Applicationsystem(Name)

CategoryNameAlogicalgroupoftheapplications.Itcanbebasedonanylogicalgroupingsuchasbeingcorebusinessapplicationsorsupportingapplications

-

Table 10-15: The properties of application overview

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Figure 10-12: Application overview example

5. Document the application catalogue

Fromtheapplicationsystems,componentsandinterfacesreviewed,theEACoreandworkingteamscansimplydefineanddocumentalltheseinformationintoastructuredapplicationcata-logue.Withthisapplicationcatalogue,itiseasyandfasttofindallthenecessaryinformationaboutthevariouscurrentapplicationsintheagency.

Thepurposeofthisviewpointistodescribethecontextualelementsoftheapplicationsuchas theapplicationmodules,applicationservices,developmenttype,maintenancecost,etc.Ap-plicationcatalogueisusetoidentifyalistofallthecurrentapplicationswiththeirdetailsintheagency.Thisviewshouldincludeatleastthefollowingattributes:

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Property DescriptionRelationship with

national meta model

ApplicationName Theinternalnameoftheapplication Applicationsystem(Name)

ApplicationDescription Somedetailsabouttheapplication Applicationsystem(Purpose)

ApplicationType Corebusinessapplicationorsupport -Businessfunction Listofbusinessfunctionsupportedby

application-

BusinessOwner TheBusinessunitowningtheapplication -

DevelopmentType Externallydeveloped,In-house,out-sourced,commercialofftheshelf,etc.

Applicationsystem(Introductionmethod)

Vendor Thenameoftheapplication’svendor -Version Application’sversion -Environment Test,production,development -NumberofLicenses Thenumberoftheuserlicensesofthe

application-

Developmentlanguage Microsoft.Net,EclipseJavaEE,OracleForms.etc.

Applicationsystem(Developmentlanguage)

RelatedDatabase Thenameoftherelateddatabase -HostedServerName/IP ThenameorIPaddressoftheserver

hostedtheapplication-

LaunchDate Thedateinwhichtheapplicationbe-cameinproduction

-

RetirementDate Thedatethattheapplicationhasbeen/willberetired

-

Totalcost Thetotalcostoftheapplication Applicationsystem(Totaldevelop-mentcost)

MaintenanceCost Theannualmaintenancecostoftheapplication

Applicationsystem(Annualmain-tenancecost)

Table 10-16: The properties of application catalogue

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Belowisoneexampleentryofanapplicationcatalogue.

Application Attribute Description

ApplicationName Training

Application Descrip-tion

This application is used for training registration (In-service TrainingandPreServiceTraining)

ApplicationType Corebusinessapplication

BusinessService AdmissionandRegistrationforIn-ServiceTraining

AdmissionandRegistrationforPreparatoryTrainingBusinessOwner AdminandRegistrationdepartment

DevelopmentType In-housedeveloped

Vendor Oracle

Version Developer6i

Environment Inproduction

NumberofLicenses N/A

Development lan-guage

OracleForms.

RelatedDatabase Hopd5

HostedServerName/IP

Training_Srv/10.10.10.5

LaunchDate 11/05/2010

RetirementDate 11/05/2016

Totalcost 3.510000SAR

MaintenanceCost 860000SAR

Table 10-17: Application catalogue example

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6. Document the application functions

Thepurposeofapplicationfunctionsistoidentifyanddescribethefunctions(activities)per-formedbythesystemsinordertodepicttherelationshipbetweenapplicationsandbusinessfunctionswithintheagency.Thisviewisusefulwhenidentifyingtheapplicationsystemsusedbyaparticularbusinessfunction.Italsoallowstheidentificationofduplicatedsystemfunctionsamongapplications.Hence,itallowsanalysisofduplicatedbusinessfunctionsorduplicatedap-plicationsystems.Theapplicationfunctionsshouldincludeatleastthefollowingdetails:


ApplicationName TheinternalnameoftheapplicationsystemApplicationsystem(Name)

Module/SubModuleName

Amodule/submoduleisasoftwarecomponentorpartofaprogramandinanenterprise-levelsoftwareapplicationmaycontainseveraldifferentmodules,andeachmoduleservesuniqueandseparatebusinessoperations

-

FunctionDescrip-tion

Thedescriptionofthemainfunctionoftheapplication/module/submodule

-

Table 10-18: The properties of application function

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Thetablebelowisanexampleofanapplicationfunctiondescription.

S/

No

Application

NameModule Name Sub Module Name Function Description

1 Training Traineesystem N/A RegistrationforTraining(In-serviceTrainingandPreServiceTraining)

2 PlanningandDevelopment

ScholarshipSystem

N/A Supportfacultymemberstogethighereducation(MasterandPh.D.).Alldetailsoffacultymemberwhoaregoingforhigherstudy,theirscholarshipetc.arecapturedinthissystem

PlanningSystem N/A Planannualactivitiesoftheorganization

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S/

No

Application

NameModule Name Sub Module Name Function Description

3 Business

HumanResources

JobPositioning Classifiestheorganizationjobtitlesandmanagesalltransactions

HumanResources PersonnelSystem Managesallemployeetransactions(employment,promotionsetc.)

HumanResources Evaluationsystem Evaluatesemployeeperformance

HumanResources Payrollsystem Processesallpayrollandfinancialclaimsmadebyemployees

HumanResources Delegation&Banking Controllingallbankingtransfers

HumanResources Vacationssystem Manageandarchiveallkindsofvacations(normal,emergency,sickvacation)

HumanResources Housingsystem ManagingallCampusfacilities

HumanResources GeneralQuery&statistics

Onthebasisofqueryanddata,itproducesadashboardtothedecisionmakers

HumanResources Cooperativestaff KeepallinformationofCooperative/Supportstaff

HumanResources OrganizationSocialcommittee

Managingallfinancialactivitiesoftheorganizationsocialcom-mittee

HumanResources Residencysystem Followingupallhousingresidencyproceduressuchasrenew-ing,exit&returnforms

StockControlSystem

Purchasing Controllingallgoodsrequisitionsfromtheorganizationdepartments,verifiestherequest,askingforvendorsquotations,andcompletingpurchasecycle

StockControlSystem

Inventory Managingallinventoryitemsstockoftheorganization

StockControlSystem

StockControl ControlallpurchasingandinventoryproceduresofIPA

StockControlSystem

MaterialsAssignment

FollowingupallIPAproperties/materialswhichareassignedtoemployeesordepartments

StockControlSystem

Recruitingsystem Recruitnewemployeesbyconductingentranceexaminationsforacademicandnon-academicjobs.Alsoacceptallonlineapplicationssubmittedbycandidates.

ArchivingSystemforinternal

Document

N/A ThesystemisusedforindexingandscanningallIPAinternaldocuments

AccountingSystem N/A GovernmentAccountingsystem

CommunicationSystemforincom-ingletters

N/A Thesystemisusedforincominglettersfromotherorganization.,Thesystemisusedforindexingandscanningofletters/docu-ments

Table 10-19: Application function example

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7. Document the application relationships

Thepurposeofapplicationrelationshipistodefinerelationshipsamongdifferentapplications(internalorexternal)inordertounderstandthedegreeofinteractionandthedataexchangeamongtheseapplications.Thisviewshouldincludethedetailsinthetablebelow.


ApplicationName TheinternalnameoftheapplicationApplicationsystem(Name)

InteractingApplicationThenameoftheinteractedapplicationwiththefirstapplication

IntegrationObjective Thepurposeoftheintegration

InterfaceName/TypeThedetailsoftheIntegrationInterfacebetweenthetwoapplications

DataEntityThenameofthedataentityexchangedbetweentheapplications

Data(Name)

FlowDirectionoftherelationship(unidirectionalorbidirec-tional)

Frequency Thefrequencyofexchangingdatathroughtheinterface

ConnectivityTypeThetypeofnetworkconnectivitybetweenthetwoapplications:Internet,LAN,Offline,etc.

Table 10-20: The properties of application relationship

Belowisanexampleofapplicationrelationshipdescriptionofthecurrentinternalapplicationintegrationdetails.

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S/No

Application Name

Interacting Application

Integration Objective

Interface Name /

Type

Data Entity

Flow FrequencyConnectivity

Type

BusinessAllApplica-tion

Employeeinfo N/AEm-ployeeData

Out Daily LAN

Training BusinessTotransfermoneytostudent

N/AStudent Data

Out Daily LAN

TrainingPlanningandDevelopment

Infoabouttraininglikehowmanytrainingconducted,seminars,etc.

N/A N/A Out Daily LAN

ConsultationPlanningAndDevelopment

Infoaboutconsultationandstatistics

N/A N/A Out Daily LAN

Table 10-21: Application relationship example


With the completion of the various application documentation, consolidate them into onestructureddocumentaccordingtotheagencydocumentationstandards.Carryoutaninternalreviewtoverifyallthedataandartifacts.Itisalsorecommendedthatanexternalorthirdparty(forexampleapplicationowners)carryoutanotherreview.Basedontheirfeedback,makethenecessaryimprovements.


Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presentittotheEAGovernanceCommittee.TheChiefArchitectorApplicationArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.

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10.4.4 Step 6.4 Analyze and build current data architecture

Theobjectiveofthecurrentdataarchitecture(DA)istodescribethedataentitiesandstructures usedbythebusinessservicesandbusinessapplications.Thedataarchitecturedescribeshowdataisprocessed,stored,andutilizedinthegovernmentagency.Thedataarchitectureisacrucialcomponentinestablishinganoveralladaptiveenvironmentthatenhancesandfacilitatesdatasharingacrosstheagency.

RelationshipbetweenAgencyDAandAgencyDRM

Inthepreviousstage,theteamhasdevelopedtheagencyDRMbasedonNEADRM.Thus,nowisthetimetoreferencetheagencyDRMtobuildtheDA.

TheDArepresentstheelementsassociatedwiththeinformationinthegovernmentagencysuchasconceptualdatamodel,logicaldatamodel,dataentities,databasesandotherdata-relatedelements.

TheagencyDAshowsthecurrent realitybasedon themainartifactsof theagencyDRM. Itdescribesthevariousartifactsordeliverables that reflectaccurately thecurrentstate in thegovernmentagencyintheuseofdata.Inshort,theDAhasmoredetailsthantheDRMtodepicttheactualdatascenariosofthegovernmentagency.

ThefigurebelowshowsthedifferencebetweentheDRMandDA.Asmoredetailsarerequired,therewillalsobeadditionalartifactsashighlightedinred.

209


Figure 10-13: Difference between DRM and DA

RelationshipsamongAgencyDAandotherarchitectures

BelowtablesummarizestheagencyDArelationshipswithothercurrentarchitectures.

Other Current Architectures DA Relationship

BA DAprovidesinformationonagency-widedataandsourcesofdatafromexternalparties;thisaidsdecisionsondatasharingandre-use

AA DAprovidesdatamodels,databaseinformationanddataelementstobeusebyapplicationsystems

TA DAprovidestherequirementsfortechnologiestosupportthehostingandusageofdatabasesystemsanddataexchanges

Table 10-22: DA relationship with other architectures

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ThefigurebelowshowstherelationshipsamongDAartifactsandtherelationshipswitharti-factsfromotherarchitectures.

Figure 10-14: DA artifacts’ relationship diagram

DescriptionabouttheAgencyDA

Oncompletion,thecurrentDAwilldepictthecurrentdatalandscapeofthegovernmentagen-cy.SincetheDAisanexpansionoftheagencyDRM,itprovidesacatalogueofdataandthedatamodelscurrentlyinuse.TherewillbefiveadditionalartifactsintheDA.Together,theygiveacomprehensivedescriptionofthecurrentdatausageinthegovernmentagency.

211



1 Purpose/Direction ThepurposeofDA

2 DAPrinciples ThearchitecturalprinciplesofDA

3 DataModel(DRM) Themaindatamodelfortheagency

4 DataClassifications(DRM) Thekeydataclassifications

5 DataStructure(DRM) Themaindatastructuresfortheagency

6 DataExchange(DRM) Thelistofdataexchangesfortheagency

7 ConceptualDataModel Thepictorialhigh-leveldescriptionofdatamodelfortheagency

8 LogicalDataModel Thelogicaldatamodelsoftheagency

9 DataFlowDiagrams Thevariouspictorialrepresentationsofdataflowsfortheagency

10 DatabasePortfolioCatalogue Theconsolidationofalldatabasesintheagency

11 DataDictionary Thedefinitionsforcommondataintheagency

Table 10-23: DA artifact descriptions

BuildingtheAgencyDA

Table10-24summarizesthemainactivitiesforbuildingtheagencyDA.


1 DefinetheDApurposeordirection DApurpose/directionstatement

2 DefinetheDAprinciples DAprinciples

3 Review data model, data classifications anddatastructures(DRM)

Reviewed/updateddatamodel,dataclassificationsand data structures

4 Createtheconceptualdatamodel Conceptualdatamodel

5 Createthelogicaldatamodel Logicaldatamodel

6 Documentthedataflowdiagrams Dataflowdiagrams

7 Compilethedatabaseportfoliocatalogue Databaseportfoliocatalogue

8 Documentthedatadictionary Datadictionary

9 Documentandreview RevieweddraftcurrentDA

10 Obtaingovernanceapproval ApprovedagencycurrentDA

Table 10-24: Activities to build DA

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1. Define the DA purpose or direction

WhiletheagencyDRMprovidesagoodreferencetothehigh-leveldatamodel,dataclassificationsandstructures,thepurposeordirectionoftheagencyDAistodescribetheactualdatausagelandscape.ReviewtheDRMpurpose,amendanddefinetheDApurposeordirection.

2. Define DA principles

TheDAandDRMprinciplesaresimilar.TheslightdifferenceisthattheDAhastoprovidemoreinformationabouttheactualdatalandscapeinthegovernmentagency.Hence,reviewtheDRMprinciplesandamendthemtocatalyzethedevelopmentofagency-widedatalandscape.

3. Review data model, data classifications and data structures (DRM)

FromtheDRM,theEACoreandworkingteamshavetoreviewthedatamodel,dataclassificationsanddatastructures.Add,amendordeletetheinformationifrequired.Thisinformationwillberequiredforthenextfewactivities.

4. Create the conceptual data model

Aconceptualdatamodelidentifiesthehighest-levelrelationshipsbetweenthedifferentdataentitiesusingERDnotationwithatleastthefollowingdetails:


DataEntity The name of the data entity exchanged be-tweentheapplications

Data(Name)

EntityRelationship The relationship between data entities andthemultiplicity

-

Table 10-25: The properties of conceptual data model

213


Belowisanexampleofaconceptualdatamodel.

Figure 10-15: Conceptual data model example

5. Create the logical data model

Alogicaldatamodeldescribesthedatainmoredetail,withoutregardastohowtheywillbephysicalimplementedinthedatabase.Featuresofalogicaldatamodelinclude:

Property DescriptionRelationship with national

meta model

DataEntity Thenameofthedataentity Data(Name)

EntityRelationship The relationship between dataentities

-

Attributes Alltheattributesoftheentity -

PrimaryKeys Alistoftheprimarykey(s) -

ForeignKeys Alistoftheforeignkey(s) -

Table 10-26: The properties of logical data model

214


Thefigurebelowisanexampleofalogicaldatamodel.Drawthelogicaldatamodelfortheagency.

Figure 10-16: Logical data model example

6. Document the data flow diagrams

Dataflowdiagramrepresentsbothinputandoutputinformationfromtheapplicationsystems.Italsoshowsthedatastoragelocations,datasourcesanddatadestinations.Throughpictorialdiagrams,itisefficientandeasytogatherinformationondatasupplierandconsumer,includingthetransformationpointsofthedata.

Fromthelogicaldatamodel,analyzetheinputsandoutputstoeachdataentity.Mapthedatastores,inputsandoutputsintothebusinessprocessesdevelopedinBA.Thetablebelowisexampleofattributedescriptions,whilethefigureisanexampledataflowdiagram.Finally,drawalltherelevantdataflowdiagrams.

215


Property Description

External Entity (Input /Output)

Anexternalentitycanrepresentahuman,systemorsubsystem.Itisthedatasourceordestination.

Process(Function) Aprocessisabusinessactivityorfunctionwherethemanipula-tionandtransformationofdatatakesplace.

Data Store Adata store represents the storageofpersistentdata requiredand/orproducedbytheprocess.Dataentityanddatabasetablearetheexamplesofdatastores.

DataFlow Adataflowrepresentstheflowofinformation,withitsdirectionrep-resentedbyanarrowheadthatshowsattheend(s)offlowconnector.

Table 10-27: The properties of data flow diagram

Figure 10-17: Data flow diagram example

216


Compile the database portfolio catalogue

Thepurposeofdatabaseportfoliocatalogistoidentifythedatabasesusebyapplicationsys-tems(listedincurrentAA).Thisartifactalsoprovidesthelogicalmappingbetweenrelateddataelementsthat isveryuseful indepictingtheholisticviewoftheenterprisearchitecture.Thedatabasecatalogueshouldincludeatleastthefollowingdetails:


Database Nameofdatabaseusebyapplicationsystems -

Description Highleveldatabasedescription -

DBMSInformation Somedetailsregardingthedatabasemanagementsystem(OracleDB,Adabas,DB2,MySQL,etc.)

-

ServerName/IP ThenameortheIPaddressofthedatabaseserver -

DatabaseSize Thesizeofthedatabase -

BackupInfo Frequencyofthebackupanddatabackuprecoveryplan -

BusinessCriticality Businesscriticalityofthedatabase(e.g.verycritical,normal,low)

-

BusinessOwner/Unit Thedataowner -

Table 10-28: The properties of database portfolio catalogue

Foreachofthelogicaldatamodel,identifythecorrespondingdatabase(s).Documentallthedetailsinthedatabaseportfoliocatalogueasshownintheexamplebelow.

217


Thetablebelowprovidesageneralexampleofthedatabasedetailsview.

S/No Database

Name

Description DBMS Info Server

Name/IP

Database

Size

Backup Info Business

Criticality

Business

Owner / Org

Unit

1 SpecialTrainingDB

Thisdatabaseiscentralrepositoryforalldatarelatedelementsofspecialtraining

Oracle10gR2,9iinJandD

172.20.1.36 10GB Weeklybackup(ColdBackup)andthereisnorecoveryplanexists

Critical

SpecialTrain-ingDept.

2 EnglishTrainingDB

ThisdatabaseiscentralrepositoryforalldatarelatedelementsofEnglishtraining


172.24.8.14 2 GB Weeklybackup(ColdBackup)andthereisnorecoveryplanexists

Critical

EnglishLearningCentre

3 LibraryDB Thisdatabaseiscentralrepositoryforalldatarelatedelementsofthelibrary.


172.20.1.36 10GB

N/A Average

LibraryDept.

Table 10-29: Database catalogue example

8. Document the data dictionary

Thepurposeofthedatadictionary istodefinethedataattributesregardlessofthephysicalstorageor form.Asdatadictionarydefinesall the commondataelements, it isuseful inconfirmingdatarequirementsforbusinessandotherdataexchanges.Thedatadictionaryprovidesacomprehensivedescriptionofeachdataelementasshownbelow.

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DataEntity Thenameofeachentity(alsocalledatable) Data(name)

Description Adescriptionofthedataentity Data(description)

Attributename Thenameofeachattributename -

Attributedescription Adescriptionofthedataattribute -

Primary/ForeignKey Identificationofprimaryandforeignkeyofeachattribute

-

DataType Thedatatypeofeachfield(text,image,date,etc.) -

FieldSize Themaximumlengthofthefield -

Mandatory Whetherthisattributeismandatoryornot(Yes/no) -

Table 10-30: The properties of data dictionary

Fromboththelogicaldatamodelanddatabaseportfoliocatalogue,theteamhastoanalyzeandlistallthedataelements.Describethedataelementsasshowninthetablebelow.

219



DataEntity Product

Description Aniteminthecatalogueofproductsthatareavailableforpurchasebyacustomer


Attributename ProductNumber

Attributedescription Theuniqueidentifieroftheiteminthecatalogue

Primary/ForeignKey PrimaryKey

DataType Integer

FieldSize 00000000to99999999,always8digitsincludingleadingzeroes

Mandatory Yes

Attributename Description

Attributedescription Short description of the product for customerconsumption

Primary/ForeignKey No

DataType Character

FieldSize min:1,max:256

Mandatory No

Attributename UnitCost

Attributedescription Thecurrentlistpriceoftheproduct

Primary/ForeignKey No

DataType Currency

FieldSize SARmax100,000,000,000

Mandatory Yes

Table 10-31: Data dictionary example

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Uponcompletionoftheabovedeliverables,documentalltherelevantinformationintoastructured DAdocumentbaseonthegovernmentagency’sdocumentationstandards.Carryoutaninternalreviewandappropriateupdates.ItisalsoagoodpracticetogetanexternalpartytoreviewtheDAdocumentsuchasDBAsandbusinessowners.


Withthecompletionof thedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectorDataArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.

10.4.5 Step 6.5 Analyze and build current technology architecture

The technologyarchitecture (TA)describes thesoftwareandhardwarecapabilities thatarerequiredtosupportdeploymentofbusiness,data,andapplicationservices.ThisincludesICTinfrastructure,middleware,networks,andcommunicationsamongothers.ThemainobjectiveofthecurrentTAistomapasetoftechnologycomponents-whichrepresentsoftwareandhardwarecomponents–intoastructuredpictorialanddescriptiveviewofthetechnologiesinusebythegovernmentagency.

TheTAprovidesthedetaileddescriptionofthetechnology-relatedelementsandthissectionaddresses the technologydomain in theEnterpriseArchitecture, theirpurpose template,exampleandlinkages.

RelationshipbetweenAgencyTAandAgencyTRM

Inthepreviousstage,theteamhasdevelopedtheagencyTRMbasedonNEATRM.Thus,now .isthetimetoreferencetheagencyTRMtobuildtheTA

Inessence,theTAisderivefromtheTRM.However,themaindifferenceistheapplicationofthevariousartifactsordeliverablestoreflectaccuratelythecurrentstateinthegovernmentagency.Inotherwords,theTAhasmoredetailstodepicttheactualphysicaltechnologyscenariosofthegovernmentagency.

221


ThefigurebelowshowsthedifferencebetweentheTRMandTA.Asmoredataanddetailsarerequired,therewillalsobeadditionalartifactsashighlightedinred.

Figure 10-18: Difference between TRM and TA

RelationshipsamongAgencyTAandotherarchitecturesAstheEACoreandworkingteamshavealreadydevelopedothercurrentarchitectures, it isimportanttounderstandtheirinter-relationshipsassummarizedinbelowtable.

Other Current Architectures TA Relationship

BA TAprovidestheclientandofficetechnologiessuchasPCs,mobiledevices,printersandscannerstotheagencyemployeesindifferentbranchesanddivisions

AA TAprovidestheinfrastructuretechnologiestohostandsupportap-plicationsystemsandcomponents

DA TAprovidestheinfrastructuretechnologiestoenabledatatransac- tionsandexchanges

Table 10-32: TA relationship with other architectures

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ThefigurebelowshowstherelationshipsamongTAartifactsandtherelationshipswithartifactsfromotherarchitectures.

Figure 10-19: Relationship TA artifacts

DescriptionabouttheAgencyTAOncompletion,thecurrentTAwilldepictthecurrenttechnologylandscapeofthegovernmentagency. Since theTA is anexpansionof theagencyTRM, the followingare theartifactsordeliverables.Notethattherearefouradditionalartifactsordeliverables.Collectively,theywillprovideacomprehensivedescriptionofthecurrentTA.

223


S/No Artifact / Deliverable Description1 Purpose/Direction ThepurposeofTA

2 TRMPrinciples ThearchitecturalprinciplesofTA

3 ServiceArea(TRM) Thehighestleveltechnologyservicearea

4 ServiceCategory(TRM) Thetechnologyservicecategorywithinaservicearea

5 ServiceStandard(TRM) Thelistoftechnologyservicestandardsinuse

6 InfrastructureOverview Thehigh-levelrepresentationofITlandscapeinthegovernmentagency(normallyindiagrammaticform)

7 InfrastructureDescription Thedescriptionsofthemaininfrastructuretechnologiesinuse

8 HardwareCatalogue Thecurrentlistofhardware

9 SoftwareCatalogue Thecurrentlistofsoftware

Table 10-33: TA artifact descriptions

BuildingtheAgencyTA

BelowtablesummarizesthemainactivitiesforbuildingtheagencyTA.


1 DefinetheTApurposeordirection TApurpose/directionstatement

2 DefinetheTAprinciples TAprinciples

3 Review the service areas and servicecategories(TRM)

Reviewedservicecategorieswithinserviceareasfortheagency

4 Reviewtheservicestandards(TRM) Reviewedservicestandardswithineachservicecategoryrelevantforagency

5 Analyzethedatacollected Nil

6 Describetheinfrastructureoverview High-levelrepresentationofITlandscapeinagency

7 Providetheinfrastructuredescriptions Listofinfrastructuretechnologydescriptionsinuse

8 Developthehardwarecatalogue Listofhardwareinuse

9 Developthesoftwarecatalogue Listofsoftwareinuse

10 Documentandreview RevieweddraftcurrentTA

11 Obtaingovernanceapproval ApprovedagencycurrentTA

Table 10-34: Activities to build TA

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1. Define the TA purpose or direction

TheTAandTRMpurposesarealike.ThedifferenceisthattheTApurposecanshowactualoutcomesdirectly.ReviewtheTRMpurpose,amendanddefinetheTApurposeordirection.

2. Define TA principles

TheTAandTRMprinciplesaresimilar.Thedifferenceliemainlyintheoperationalimplementationoftechnologiessuchasperformance,sharingofphysicalassetsandsecuritycontrols.ReviewtheTRMprinciples,amendanddefinetheTAprinciples.

3. Review the service areas and service categories (TRM)

Reviewtheserviceareasandcategoriestoensurethatthesearecorrectandrelevant.

4. Review the service standards (TRM)

ReviewtheservicestandardsdefinedinTRM.IftheTRMwasdevelopedlongtimeback(forexamplemorethanthreeyearsago),theremaybeaneedtoevenreviewtheservicecategories.Reviewalltheservicestandardsandmakethenecessaryupdates.

5. Analyze the data collected

Thedatacollectedshouldminimallybegroupedtotheappropriateservicestandardssuchaswebbrowsers(InternetExplorer,GoogleChrome),platformdependent(Windows),platformindependent(J2EE,Linux),applicationservers,portalservers,databases(DB2,Oracle,MySQL),Storage(NAS,SAN,Cloud),LANandWAN.Analyzethedatatounderstandthetrendsorpatternsintechnologyusage.

6. Describe the infrastructure overview

Thepurposeofthisoverviewistoprovideahigh-levelrepresentationoftheITinfrastructurein thegovernmentagencyandtodevelopacomprehensiveviewof thecurrent infrastructurecomponents suchas theheadquarternetworkand the connectedbranches, the internetconnectivity, servers farm , LAN,WLAN, communications links, etc. Thedata collected andanalyzedshouldbesummarizedintothisinfrastructureoverview.

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Provideapictorialinfrastructureoverviewhighlightingthetechnologycomponentsinvariousservicestandards.Aexampleartifactisshowninthefigurebelow.

Figure 10-20: Infrastructure overview example

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7. Provide infrastructure descriptions

ThepurposeofITinfrastructuredescriptionsistoprovideallthedetailsneededtodescribethecurrentinfrastructurecomponentsorservicestandardssuchasLAN,WAN,Internet,storageandservers.Thisviewshouldincludeatleastthefollowingdetailslistedinthetablebelow.

Property Supporting Document

WAN WANlogicaldiagram

ThedescriptionabouttheWANconnectivityattheorganizationshouldincludebutnotlimitedtothefollowings:

NumberofWANlinks,speedofthelinks,WANtechnology(VPN-MPLS...),nameoftheinternet serviceprovider (ISP),detailsofWAN link redundancy ,connectedbranchesdetails,GSNconnection,Firewallsetupdetails,etc.

LAN LANlogicaldiagram

ThedescriptionabouttheLANinsidetheorganizationshouldincludebutnotlimitedtothefollowings:

Numberofcurrentusers(PCs),LANSpeed,serviceavailableforeachuser,VLANs, IPaddressingscheme,linkstype,accessswitchesdetails,andetc.

Internet Internetconnectivitydiagram

Thedescription about the internet connectivity should includebut not limited to thefollowings:

Internetserviceprovider(ISP)details, linkspeedandutilizations, loadbalancerdetailsand etc.

WLAN Wirelessconnectiondiagraminsidetheagency

Thedescription about thewireless connection should include but not limited to thefollowings:

Wirelessaccesssetup,wirelessaccesspointsdetails,encryptiondetails,etc.

Storage Storagesolutionsdiagram

Thedescriptionaboutthestoragedetailsshouldincludebutnotlimitedtothefollowings:

Storageinfrastructuredetails,backupdescriptions,storagecapacity,utilization,andetc.

Server Serverfarmdiagram

Thedescriptionabout theserver farmdetails should includebutnot limited to thefollowings:

Numberofserversused,connectionsdetails,andetc.

Table 10-35: The properties of infrastructure descriptions

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WAN

Figure 10-21:WANdiagramexample

Description The organization has only one branch connecting to the headquarterthrough(IP/VPN)ofSTC.BranchofficeofJeddahisaccessingRiyadhheadofficenetworkandsystemthroughthisVPNconnection(30Mbps) usingCisco1800integratedservicesrouters installedatbothendswithoutredundancy. This router connect to a firewall (Juniper / SSG550) toprotect theorganization’network .Theconnection toYessers’GSN isthroughadedicatedrouterprovidedandmanagedbyYesserandisprotectedbyfirewallsonbothends.

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LAN

Figure 10-22:LANdiagramexample

Description

Riyadhheadofficehas client serverarchitectureand thereare1424users (PCs)toaccesstheinfrastructurefacilityCisco3750GPoEstackswitchesactingasflooraccessswitchestoprovideconnectivitytotheusersandnodes.AllaccessswitchesviaUTPcableareaggregatedtothedistributionswitch(Cisco4507)ateachbuildingthathave10GbpsuplinktotheCoreswitch(Cisco6509)atthedatacenter.TheIPschemasusedattheorganizationsfortheservers:172.16.0.0/16,andfortheclients:172.18.0.0/16.

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Internet

Figure 10-23:Internetdiagramexample

Description

The Internet connectivity is provided by two service providers (STC andMobily)throughtwo20Mpbslinks.AccesstotheInternetfromtheorganizationtakesplacethroughaMicrosoftWebsenseProxyServerandWebFilterthatconnectstodualF5LoadBalancerswhichprovidesafeandcontinuesinternetbrowsingcapabilities.

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WLAN

Figure 10-24:WLANdiagramexample

Description

The current wireless access setup is comprised of amaster controller (Aruba3600) and 73 wireless access points distributed throughout the organization.DatatransmissioninthewirelessnetworkissecuredusingWPA2AESencryption.TheClearpass500HiscurrentlybeingconfiguredtointegratewiththeActiveDirectoryforaccesspermissions.

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Storage

Figure 10-25:Storagediagramexample

Descrip-tion

Followingarethedetailsoftheorganizationstorage:

• TwoEMCSANStorage:EMCVNX5300withmaximumcapacityof360TBandthe

utilizationis23%.

• TwoMDSSwitch:CiscoMDS9124multilayerfabricswitchwithhighavailability.

Asabackupsolution,theagencyiscurrentlyusingtheSnapVaultsolutionfromNetApptoperformDisk-to-Diskbackups(D2D)everyday.Jeddahbranchcurrentlyusedasdisasterrecoverysite(DR).

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Server Farms

Figure 10-26:Serverfarmdiagramexample

Description TheserverfarmtypicallyhoststhemostimportantITassetsintheorganization;it is connecteddirectly to the core switch cisco4500 .The current technologyinfrastructureattheorganizationutilizesatotalof73physicalservers(62intheprimarydatacenterinRiyadh,and11intheDRdatacenterinJeddah.Allserverscomewithmultiple1GBEthernetcards,andsomeservershaveconvergednetworkadapters(CNA)allowingthemtoconnecttotheSAN.AlsotheorganizationisdeployingaVMwarevirtualizationsolution.Thecurrentvirtualizationincludes16SUN/Intel-basedserverswith2CPU/16GBor2CPU/32Bspecs.Thevirtualizeden-vironmentcurrentlyrunsmorethan23differentapplications.Theutilizationforalltheservers(virtualandphysical)arenotexceed50%.

8. Develop the hardware catalogue

Thepurposeof thehardwarecatalogue is toprovidea listofhardwarecomponents inuseacrosstheagencyincludingservers,switches,storages,routers,firewalls, loadbalancers,wirelessaccesspoint,IPS,IDS,etc.

Basedon thedata collected,develop thehardware cataloguewith the followingminimumdetailsasshownintheexamplebelow.

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HardwareName Theinternalnameofthiscomponent Hardware(Name)

HardwareType Thetypeofthehardware(server,switch,router,storage,firewall,controller,wirelessaccesspoint,loadbalancer,etc.)

Hardware(Type)

ModelNumber Themanufacturersmodelsuchascisco2960x,HPProliant460C,NetAppFAS2050,f53600etc.

Hardware(ModelName)

Description Detaildescriptionforthiscomponent(purpose,functions,) -

Vendor Themanufacturerofthedevice Hardware(Vendor)

ApplicationName Businessapplicationhostedorsupportedbythisdevice Applicationsystem(Name)

Location Thelocationdetailsofthisdevice

OSName Thenameoftheoperationsystemrunning Hardware(OSname)

IPaddress TheIPaddressofthisdevice -

Processorsdetails Somedetailsofthedeviceprocessors(numberandspeed) -

Capacitydetails Themaximumcapacitythisdevicecanaccommodate. -

Usagedetails Thecurrentusagedetailsofthisdevice -

Connectivitydetails

Somedetailsaboutthedeviceconnectivitytothenetwork -

Introductiondate Thestarteddateinwhichthisdeviceisused Hardware(Introductionyear)

RetirementDate Thedatethatthedevicewillberetired -

Businessseverity Theseverityofbusinessimpactsuchasmissioncritical,critical,medium,andlow

Hardware(Businessseverity)

Totalcost Totalcostofthehardwareinstallation Hardware(Totalcost)

MaintenanceCost TheannualmaintenancecostofthehardwareifapplicableHardware(Annualmain-tenancecost)

Table 10-36: The properties of hardware catalogue

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Hardware Description

HardwareName TrainingServer

HardwareType Server

ModelNumber BladeHPProliant460CGen8

Description Thisserverhostoneofthecoreapplicationscalledthetrainingsystem.

Vendor HP

ApplicationName Training

Location DCinRiyadh(Basementfloor-Cabinet#1)

OSName Windows2000AdvancedServer-SP4

IPaddress 172.16.16.99

Processorsdetails 2processors(8core,2GHz,20MB,95W)

Capacitydetails 2x300GB(RAID1)

Usagedetails 19%ofthemaxcapacityused.

Connectivitydetails 1GBNICconnectedtothecoreswitchcisco4500

Introductiondate 10/2013

RetirementDate N/A

Businessseverity Low

Totalcost 18500SAR

MaintenanceCost N/A

Table 10-37: Hardware catalogue example

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9. Develop the software catalogue

ThepurposeofthesoftwarecatalogueistoprovidealistofsoftwarecomponentsinuseacrosstheagencysuchasOS,productivitytools,middleware,securitytoolsandnetworkmanagementtools(NMS).

Basedonthedatacollected,developthesoftwarecataloguewiththefollowingminimumde-tailsasshownintheexamplebelow(whichisforonlyonecomponent).

Property Description Relationship withnational meta model

Product/SoftwareName

Nameofsoftwarenamedbyitsmanufacturer Software

(Name)

SoftwareType Thetypeofthesoftware(OS,securitytool,middle-ware,NMS,mail,DBMS,productivitytool,etc.)

Software

(Type)

Model/Version Softwareversion/model Software

(NameofSW)

Description Somedescriptionaboutthiscomponentpurpose,function…)

-

Vendor Nameofsoftwaremanufacturer Software

(Vendor)

Licensedetails Software’s license management policy (users, PCs,servers,etc.)

Software

(LicensePolicy)

BusinessUnit Businessunitssupportedbythissoftware -

HostingHardwareName/IP

Thenameofthehostedserver -

Number of currentusers

Numberofcurrentusersusingthissoftware -

Introductiondate theyearwhenthesoftwareisinstalled Software

(Introductionyear)

Totalcost Totalcostofthesoftwareinstallation Software

(Totalcost)

AnnualaMaintenanceCost

ThecostofSWannualmaintenancecost Software

(Annualmaintenancecost)

Table 10-38: The properties of software catalogue

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Product/Software Name Description

SoftwareType NetworkMonitoringSoftware

Model/Version PRTG-Version15.4.21

Description PRTGNetworkMonitorrunsonawindowsmachinewithinthenetwork,collectingvariousstatisticsfromthemachines,software,anddevicesinordertogenerateperformancereports

Vendor PaesslerAG

Licensedetails Thelicensingarebasedonthenumberofsensors(unlimited)

BusinessUnit ITDepartment

HostingHardwareName/IP NMS-Srv/172.16.16.71

Numberofcurrentusers N/A

Started date 9/2015

Totalcost 89,000SAR/yearincludingthemaintenancecost

AnnualMaintenanceCost N/A

Table 10-39: Software catalogue example


Afterdraftingall thedefinitionsandstandards,documentall therelevant informationintoastructuredinformationbaseontheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherparty(especiallythetechnologyandoperationsteams)tocarryoutafinalreview.


Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectorTechnologyArchitectshouldfrontthispre-sentation. From the comments from the committee,make thenecessary changes toobtaintheirfinalapproval.

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10.4.6 Step 6.6 Current architecture analysis

Itisamajoraccomplishmentmilestoneonthecompletionofcapturingthecurrentarchitectures. Withtheinformationandpictorialrepresentations,theEACoreandworkingteamscanhavedifferentperspectivesabout thegovernmentagencyonthebusiness,applications,dataand infrastructure.Thesecurrentarchitecturesalsoallow thediscoveryofnot soobvious linkages,dependencies,andevensynergiesorintegratedcomponents.Ontheotherhandisamilestone unlikeany,thisisbecauseitperformsmanyimportantaspectsincludingbutnotlimitedtothefollowing.Theadvantageofviewingthewholeofenterprisecuttingacrosssilos,establishingtheobviousandnotsoobviouslinkagesanddependencies,capturingofsynergiesetc.facilitateidentificationofopportunitiesforprogressoftheagencyaswellastheissuesthatarehinderingitsfuturegrowth.

Thecurrentarchitectureanalysisisanactivitytounderstandcurrentissuesandchallengesofthegovernmentagencyononehand,andtoexploreideasforimprovementandintegrationontheotherhand.

Thefollowingdescribesimportantactivitiesforthisstep.


1 AnalyzeBA BAimprovementopportunities

2 AnalyzeAA AAimprovementopportunities

3 AnalyzeDA DAimprovementopportunities

4 AnalyzeTA TAimprovementopportunities

5 Documentandreview Reviewed draft summary of improvementopportunities

6 Obtaingovernanceapproval Approvedagencysummaryofimprovements

Table 10-40: Activities to analyze current architectures

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1. Analyze BA

ReviewthecurrentBA.

ArecommendedmethodistocomparetheBAartifactsagainsttheagency’smissionandvisionstatements,strategicgoals/objectives,theagencyannualplans,theSaudie-GovernmentPlan,theagencyPRMandtheagencye-transformationplan(ifany).TheEACoreandworkingteamscanalsouseanalysistoolssuchasValueChainanalysis,7Sanalysis,SWOTanalysisandbusinessprocesssimulation.Carryoutthefollowingactivities:

a. ListthemainissuesandchallengesfacedinBA

b.Analyzethebusinessfunctionsandservicesbylogicalandphysicaldimensions

c. Listtheprioritizedstrategicbusinessoutcomes

d.Listthekeybusinessworkactivitiesorfunctions,andhowtheyhavetoimprovebasedon(a)and(c)

e. UsingtheBAprinciplesasaguide,definespecificimprovementopportunitiesforthelistin(d).

Figure 10-27: Example BA analysis

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Figure 10-28: Example BA improvement opportunities

2. Analyze AA

ReviewthecurrentAA.

ArecommendedmethodistocomparetheAAartifactsagainstthestrategicgoals/objectives,theagencyannualplans,theSaudie-GovernmentPlan,theagencyPRM,prioritizedapplicationlist(fromagencyARM)andtheagencye-transformationplan(ifany).TheEACoreandworkingteamscanalsouseSWOTanalysis.Carryoutthefollowingactivities:

a. ListthemainissuesandchallengesfacedinAA

b. Identifysomeoftheglobaltrendsinapplicationsystems

c. Analyzetheapplicationsystemsbycategoriesanddepartments/branches;alsoanalyzetherequiredapplicationsystemstosupporttheBAimprovementopportunities

d. Listtheprioritizedapplicationsystems,componentsandinterfacesfordevelopment,replacement,amendmentandretirement

e. UsingtheAAprinciplesasaguide,definespecificimprovementopportunitiesforthelistin(d).

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Figure 10-29: Example AA analysis

Figure 10-30: Example AA improvement opportunities

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3. Analyze DA

ReviewthecurrentDA.

ArecommendedmethodistocomparetheDAartifactsagainsttheagencyannualplans,theSaudie-GovernmentPlan,theagencyPRMandtheagencye-transformationplan(ifany).TheEACoreandworkingteamscanalsouseanalysis toolssuchasdatadependencyandSWOTanalysis.Carryoutthefollowingactivities:

a.ListthemainissuesandchallengesfacedinDA

b. Identifysomeoftheglobaltrendsindatamanagementanddatausage

c. Analyzethedatarepresentedbylogicalandphysicaldimensions;alsoanalyzetherequireddatatosupporttheAAimprovementopportunities

d.Listtheprioritizedstrategicdatamodels,dataelementsanddatabases

e. UsingtheDAprinciplesasaguide,definespecificimprovementopportunitiesforthelistin(d).

Figure 10-31: Example DA analysis

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Figure 10-32: Example DA improvement opportunities

4. Analyze TA

ReviewthecurrentTA.

ArecommendedmethodistocomparetheTAartifactsagainsttheagencyannualplans,theSaudie-GovernmentPlan,theagencyPRMandtheagencye-transformationplan(ifany).TheEACoreandworkingteamscanalsouseanalysis toolssuchasdatadependencyandSWOTanalysis.Carryoutthefollowingactivities:

a. ListthemainissuesandchallengesfacedinDA

b. Identifysomeoftheglobaltechnologytrendsandtechnologystandards

c. Analyzethe infrastructureandother technologies;alsoanalyzetherequiredtechnologiesrequiredtosupporttheBA,AAandDAimprovementopportunities

d.List theprioritized strategic technologies fordevelopment; also include technologies thatrequiretobereplacedorretired

e. UsingtheTAprinciplesasaguide,definespecificimprovementopportunitiesforthelistin(d).

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Figure 10-33: Example TA analysis

Figure 10-34: Example TA improvement opportunities

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Aftercompletingalltheanalysis,consolidatealltheimprovementareasanddocumentthemintoastructuredinformationbaseontheagency’sdocumentationstandards.Performacross-domainanalysis(BA,AA,DA,TA),toidentifyanddocumentmoreopportunitiesforimprove-ment.Doan internalreviewandupdates. It isalsoadvisabletogetotherparties–businessowners,applicationdevelopers,DBAsanddataowners,andtheinfrastructureteam-tocarryoutafinalreview.


Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectshouldfrontthispresentation.Fromthecom-mentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.

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11. Stage 7 – Build Target Architecture11.1 Stage summary

With the completionof thegovernmentagency’s current architectures, this stagedevelops thetargetarchitectures.Asablueprintforthegovernmentagencytorealizeitsgoalsanddesiredout-comesin3to5years,thetargetarchitecturedefinestheimprovedbusinessandITlandscapes.

ThedetailedanalysiswillleadtothedevelopmentoftargetarchitecturesthatincludeBusinessArchitecture, Application Architecture, Data Architecture and Technology Architecture. Thegovernmentagencymaybuildall the targetarchitecturesor selectiverelevantarchitecturesdependingonitsEAscopeanddevelopmentstrategy.

11.2 Stage purpose

Thepurposeofthisstageistoanalyze,designanddocumentthetargetgovernmentagency’sITandbusinesslandscapes.Theexpectedoutcomesordeliverablesofthisstageare:

1. TargetBusinessArchitecture

2. TargetApplicationArchitecture

3. TargetDataArchitecture

4. TargetTechnologyArchitecture.

Notethattheabovearerecommendedoutcomes.AgovernmentagencycanhavemoreorlessarchitecturesdependingonitsEAscope,goals,EAframeworkdesignanddevelopmentstrategy.Otherexamplesnotlistedaboveincludetargetsecurityandperformancearchitectures.

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Withthecompletionofthepreviousstages,theEACoreTeamandworkingteamshavetoen-surethatthefollowingdeliverablesareinplace:

1. SummaryofImprovementOpportunities

2. CurrentBusinessArchitecture

3. CurrentApplicationArchitecture

4. CurrentDataArchitecture

5. CurrentTechnologyArchitecture.

Asmentionedabove,dependingontheEAscopeanddevelopmentstrategy,thegovernmentagencyhastoensurethatthecorrespondingcurrentarchitecturesarecompleted.Ifthegovernmentagencyintendstobuildallarchitectures,thenitneedsthefiveabovecurrentarchitectures.However,ifthegovernmentagencyisdoingaspecificEAscopesuchasdataandtechnologyconsolidation,thenitneedstohaveatleastthedataandtechnologyarchitecturesinplace.


Belowtablelistthekeyactivitiesandexpecteddeliverablesforstage7.

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Stage /


7 BuildGovernmentAgency’sTargetArchitectures

7.1 Define directions for developing target architecturebyanalyzingenvironmental factorssuchasagency’svision/principles,currentarchitecturesetc.

TargetArchitecturedirection

7.2 Analyze and build the target business architecturebasedonarchitectureprinciples,currentbusinessar-chitecture’s analysis result, and currentbusiness ar-chitecturedeliverables.

GovernmentAgency’starget BusinessArchitecture

7.3 Analyzeandbuildthetargetapplicationarchitecturebasedon architectureprinciples, current applicationarchitecture’sanalysisresult,andcurrentapplicationarchitecturedeliverables.

GovernmentAgency’stargetApplicationArchitecture

7.4 Analyzeandbuildthetargetdataarchitecturebasedonarchitectureprinciples,currentdataarchitecture’sanalysisresult,andcurrentdataarchitecturedeliver-ables.

GovernmentAgency’stargetDataArchitecture

7.5 Analyzeandbuildthetargettechnologyarchitecturebasedonarchitectureprinciples, current technologyarchitecture’sanalysisresult,andcurrenttechnologyarchitecturedeliverables.

GovernmentAgency’starget TechnologyArchitecture


11.4.1 Step 7.1 Define directions for developing target architecture

Inthepreviousstage,theteamhasbuiltordocumentedthecurrentarchitectureandanalyzedcurrent architecture issues.Oneof the outputs from the previous stage is the Summary ofImprovementOpportunities. TheEACoreandworking teamshavealsopreviously analyzedagency’s vision/purposes& other environmental factors, and then, based on them,we candefinetargetarchitecture’sdirections.Thetablebelowliststheactivitiesindefiningdirectionsfortargetarchitecture.

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S/No

Activity Artifact / Deliverable

1 ReviewagencyEAvisionandprinciples ReviewedagencyEAvisionandprinciples

2 Reviewenvironmentandrequirementsanalysis Nil

3 Reviewcurrentimprovementopportunities Nil

4 Summarizetargetarchitecturedirections Targetarchitecturedirections

5 Documentandreview Revieweddrafttargetarchitecturedirections

6 Obtaingovernanceapproval Approvedtargetarchitecturedirections

Table 11-2: Activities for defining target architecture directions

1. Review agency EA vision and principles

ReviewtheEAvisionthatagencydesirestoreachandreviewprinciplestobuildanarchitectureon,andgetsomeimplicationstodevelopagency’stargetarchitecture.

Figure 11-1: Example of EA principles review and its implications

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2. Review environment and requirements analysis

ReviewtheenvironmentandEArequirementsanalysisdoneintheearlystages.ThesewouldprovidetheoverallscopeandpriorityareasintheEAdevelopment.Analyzeandgaugetheneedforadjustmentsorchanges.Thus,thiswillensurethatarchitecturedirectionswouldbealignedwiththeoverallagencyEApurpose.

3. Review current improvement opportunities

Fromthedetailedreviewofopportunitiesdone inthepreviousstage, identify improvementopportunitiesineacharchitecturearea(business,application,data,technology). Itwouldbegoodtoconsidertheimplicationsoftheseimprovementstothegovernmentagency.TheEACoreandworkingteamsshouldreviewotherstrategiessuchasKSA2030VisionandtheSaudie-GovernmentActionPlan.ItisalsoimportanttoreviewtheagencyPRMtohelpinsettingperformancemeasurements.Combinealltheseinputstodevelopallthepotentialopportunities.

Prioritizetheseopportunitiesbasedontheabovereviewedprinciplesandenvironmentanalysis.Finally, consider and plan the implementationof these opportunities so they canmeet theagency’sstrategicgoalsoroutcomes.

Figure 11-2: Example agency improvement opportunities for various architectures

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4. Summarize target architecture direction

Summarizeandorganizefindingssuchasagency’EAvision,principles,etc.,andanalysisresults,anddefineEAdirectionsforbuildingtargetarchitecture(astobusiness,application,data,andtechnology).

Figure 11-3: Example of target architecture direction through overall analysis


Documentalltheinformationaboveintoasummarywithclearrecommendationsonthetargetarchitecturedirectionsand thehigh-level schedulesalignedwithKSAandagency’s strategictargets.Carryoutaninternalreview.Itisalsorecommendedthatanotherparty(forexampletheagencyStrategicPlanningUnit)reviewthesetargetdirections.


PresentthesummarizedtargetarchitecturedirectionstotheEAGovernanceCommittee.NotethatthiswillbethefirstusefulEAoutputthattheEAGovernancewillsee.Thus,expectsomequestionsandmoreideasfromthecommitteemembers.Fromtheirfeedback,makethenecessaryupdatesandobtaintheirapproval.

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11.4.2 Step 7.2 Build target business architecture

DescriptionabouttheagencytargetBA

Oncompletion,thetargetBAwilldepictthefuturebusinesslandscapeofthegovernmentagen-cy.SincethetargetBAisthefutureversionofthecurrentBA,bothhavethesameartifactsordeliverables.ThemaindifferenceisthatthetargetBAdescribesaboutthefuturescenarios–i.e.providingsolutionstothecurrentissuesandchallenges.


1 Purpose/Direction ThepurposeofBA

2 BAPrinciples ThearchitecturalprinciplesofBA

3 BusinessAreas(BRM) Themainbusinessareasfortheagency

4 LinesofBusiness(BRM) ThemainLoBsfortheagencywithinthebusinessareas

5 BusinessFunctions(BRM) ThekeybusinessfunctiondescriptionswithinLoBs

6 Sub-BusinessFunctions(BRM) The sub-business function descriptions within eachbusinessfunction

7 BusinessProcesses Thetargetlistofbusinessprocessdescriptionswithineach sub-business function;highlight new, improved and deleted processes

8 OrganizationChart Thetargetorganizationchartfortheagency

9 ServiceCatalogue The target list of business services; highlight new, improved or deleted services

Table 11-3: Target BA artifact descriptions

BuildingtheagencytargetBA

Table11-3summarizesthemainactivitiesforbuildingtheagencytargetBA.

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1 Review the BA purpose or direction and BAprinciples

Reviewed/updatedBApurposeordirectionstatement

2 ReviewtheBAprinciples Reviewed/updatedBAprinciples

3 Definethetargetbusinessfunctions(BRM) Reviewed / updated business areas, LoBs,business functions and sub-business func-tions

4 Definethetargetbusinessprocesses List of target improved business processesfortheagency

5 Definethetargetservicecatalogue Targetservicecatalogue

6 Documentthetargetorganizationinformation Targetorganizationchart

7 Documentandreview RevieweddrafttargetBA

8 Obtaingovernanceapproval ApprovedagencytargetBA

Table 11-4: Activities to build target BA

Usingthetargetarchitecturedirectionsasaninput,dothefollowing:

1. Review the BA purpose or direction

ReviewtheBApurposeordirection.ThepurposeshouldbeapplicableforthetargetBA.Makethenecessarychangesifrequired.

2. Review the BA principles

RefertothechangesintheEAprinciplesifany.Reviewandmakethenecessarychangesifrequired.

3. Define the target business functions (BRM)

Reviewthebusinessareas,LoBs,businessfunctionsandsub-businessfunctions.Fromthetar-get architecturedirections, identify andanalyze the areasof improvements such as removal ofduplicatedfunctions,improvecustomerserviceandimprovebusinessperformance.Documentthechangesrequiredespeciallyforthebusinessfunctionsandsub-businessfunctions.

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Figure 11-4: Example of updated business function in target BA

4. Define the target business processes

Fromtheaboverecommendations for targetbusiness functionsandsub-business functions,reviewtheaffectedprocessesthatrequirechange.Similarly,theseprocessesincludeduplicatedprocesses, andprocesses affected to improve customer serviceandbusinessperformance.Belowisanexampleofupdatedbusinessprocesses.

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Figure 11-5: Example of updated business processes in target BA

5. Define the target service catalogue

Upon identificationof the targetbusiness functions, sub-business functionsandbusinessprocesses,theEACoreandworkingteamshaveto identifyall thecurrentservicesaffected.Analyzethemanddefinethetargetservices,i.e.newservices,removalofduplicatedservices,jointorintegratedafewservicesintoone,andimprovequalityofservices.

6. Document the target organization information

Sincebusinessprocessesandbusinessserviceswillchange,sodoesthestaffandorganizationstructure.Reviewanddocument thechanges required for the targetorganizationchartandrelatedinformation.


Documentalltheaboveinformationaccordingtotheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherparty(especiallythebusinessownerandbusinessteams)tocarryoutafinalreview.

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11.4.3 Step 7.3 Build target application architecture

DescriptionabouttheagencytargetAA

Oncompletion,thetargetAAwilldepictthefutureapplicationlandscapeofthegovernmentagency.SincethetargetAAisthefutureversionofthecurrentAA,bothhavethesameartifactsordeliverables.ThemaindifferenceisthatthetargetAAdescribesaboutthefuturescenarios–i.e.providingsolutionstothecurrentissuesandchallengessuchasnewapplicationsystems.


1 Purpose/Direction ThepurposeofAA

2 AAPrinciples ThearchitecturalprinciplesofAA

3 ApplicationSystems(ARM) Themaintargetapplicationsystemsfortheagency

4 ApplicationComponents(ARM) Thekeytargetapplicationcomponentsfortheagency

5 ApplicationInterfaces(ARM) Themaintargetapplicationinterfacesfortheagency

6 ApplicationCatalogue Thetargetlistofapplicationsandtheirattributes

7 ApplicationFunctions Thetargetdescriptionabouttheapplicationfunctions

8 ApplicationRelationships The target description about the application relation-ships

9 ApplicationOverview Thetargetoverviewdescriptionoftheapplicationsystems

Table 11-5: Target AA artifact descriptions

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BuildingtheagencytargetAA

BelowtablesummarizesthemainactivitiesforbuildingtheagencytargetAA.


1 DefinetheAApurposeordirection Reviewed/updatedAApurposeordirectionstatement

2 DefinetheAAprinciples Reviewed/updatedAAprinciples

3 Define the target application systems,application components and applicationinterfaces(ARM)

Targetapplicationsystems,applicationcomponentsandapplicationinterfaces

4 Documentthetargetapplicationoverview Targetapplicationoverview

5 Documentthetargetapplicationcatalogue Targetapplicationcatalogue

6 Document the target application func-tionsandrelationships

Targetapplicationfunctionsandapplicationrelationships

7 Documentandreview RevieweddrafttargetAA

8 Obtaingovernanceapproval ApprovedagencytargetAA

Table 11-6: Activities to build target AA


1. Review the AA purpose or direction

ReviewtheAApurposeordirection.ThepurposeshouldbeapplicableforthetargetAA.Makethenecessarychangesifrequired.

2. Review the AA principles


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3. Define the target application systems, application components and

application interfaces (ARM)

Reviewthecurrentapplicationsystems,applicationcomponentsandapplications interfaces.FromthetargetBA,identifyaffectedapplications,componentsandinterfacesthatarerequiredtosupportthefuturebusinesslandscapes.

Fromthetargetarchitecturedirections,furtherexplorewaystoimprovesharingofapplicationsystemsandcomponents intheagency. Inaddition,explorewaystousenationalorgovern-ment-wideapplicationsystems.

Similarly,fromthetargetarchitecturedirectionsidentifyhowfuturedatausagewillaffecttheapplications.Findsolutionstothesedatausageandexchangeandupdatethetargetapplicationsystems,componentsandinterfaces.

Belowisanexampletoidentifynewapplicationsystems.

Figure 11-6: Example process to identify new application systems & architecture

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4. Document the target application overview

Oncethetargetapplications,componentsandinterfaceshavebeenidentified,documentthemintothetargetapplicationoverview.Thisisapictorialrepresentationofthetargetapplicationsforthegovernmentagency.

5. Document the target application catalogue

Similarly, refer to thecurrentapplicationcatalogueandupdate it to reflect the targetstate.Preferably,includethetargetapplicationinformationsuchasapplicationtype(new,replaceorretire)andthecurrentbusinessprocessesaffected.Thus,thetargetapplicationcataloguehastolinkwiththetargetbusinessprocessesandtargetservicecatalogue.

6. Document the target application functions and relationships

Fromthelistoftargetapplicationsystems,updatetheapplicationfunctionsandrelationships.Typically,itisgoodtohighlightthechangesforthetargetinformation.Belowisanexampleoftheupdatedapplicationfunction.

Figure 11-7: Example of updated application function in target AA


With the completion of the various application documentation, consolidate them into onestructureddocumentaccordingtotheagencydocumentationstandards.Carryoutaninternalreviewtoverifyallthedataandartifacts.Itisalsorecommendedthatanexternalorthirdparty(forexampleapplicationowners)carryoutanotherreview.Basedontheirfeedback,makethenecessaryimprovements.

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11.4.4 Step 7.4 Build target data architecture

DescriptionabouttheagencytargetDA

Oncompletion,thetargetDAwilldepictthefuturedatalandscapeofthegovernmentagency.Since thetargetDA is the futureversionof thecurrentDA,bothhavethesameartifactsordeliverables.Themaindifference is that the targetDAdescribesabout the futurescenarios–i.e.providingsolutionstothecurrentissuesandchallengesintermsofdatausageanddataexchange.

S/No Artifact / Deliverable Description1 Purpose/Direction ThepurposeofDA

2 DAPrinciples ThearchitecturalprinciplesofDA

3 DataModel Themaintargetdatamodelfortheagency

4 DataClassifications(DRM) Thekeytargetdataclassifications

5 DataStructure(DRM) Themaintargetdatastructuresfortheagency

6 DataExchange(DRM) Thelistoftargetdataexchangesfortheagency

7 ConceptualDataModel The target pictorial high-level description of datamodelfortheagency

8 LogicalDataModel Thetargetlogicaldatamodelsoftheagency

9 DataFlowDiagrams The various target pictorial representationsof dataflowsfortheagency

10 DatabasePortfolioCatalogue Thetargetconsolidationofalldatabasesintheagency

11 DataDictionary Thetargetdefinitionsforcommondataintheagency

Table 11-7: Target DA artifact descriptions

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BuildingtheagencytargetDA

BelowtablesummarizesthemainactivitiesforbuildingtheagencytargetDA.


1 ReviewtheDApurposeordirection Reviewed / updated DA purpose or directionstatement

2 ReviewtheDAprinciples Reviewed/updatedDAprinciples

3 Update data model, data classifications,datastructuresanddataexchanges(DRM)

Updatedtargetdatamodel,dataclassifications,datastructuresanddataexchanges

4 Documentthetargetconceptualandlogi-caldatamodels

Targetconceptualdatamodelandtargetlogicaldatamodel

5 Documentthetargetdataflowdiagrams Targetdataflowdiagrams

6 Compile the target database portfoliocatalogue

Targetdatabaseportfoliocatalogue

7 Documentthetargetdatadictionary TargetDatadictionary

8 Documentandreview RevieweddrafttargetDA

9 Obtaingovernanceapproval ApprovedagencytargetDA

Table 11-8: Activities to build target DA


1. Review the DA purpose or direction

ReviewtheDApurposeordirection.ThepurposeshouldbeapplicableforthetargetDA.Makethenecessarychangesifrequired.

2. Review DA principles


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3. Update data model, data classifications, data structures and data ex-

changes (DRM)

Reviewthedatamodel,dataclassifications,datastructuresanddataexchanges.Withthenewtargetarchitecturedirections,identifyartifactsthatrequireupdate.WiththechangesinboththetargetBAandAA,itisnormalthattheseartifactscollectivelyrequirechange.Thediagrambelowillustratesanexampletoidentifyandupdatetheartifactstoreflectthefuturescenarios.Identifyandmakethenecessarychangestoreflectthefuturestateforthedatamodel,dataclassifications,datastructuresanddataexchanges.

Figure 11-8: Example of identified artifacts for updates in target DA

4. Document target conceptual and logical data models

ThetargetBAandAAwillaffectthetargetDA.Withtheupdatesdoneintheabovestep,thereisaneedtoreviewandupdatetheconceptualdatamodel–forexample,addingnewdataenti-tiesandremovingofcurrentdataentities.Itisalsonecessarytoreviewandupdatethelogicaldatamodelstoreflecttheadditionalorchangeddataattributesandprimaryorsecondarykeys.

5. Document the target data flow diagrams

Thisactivityistoreviewanddocumentthechangestothedataflows.Withtheabovechanges,makethenecessaryupdatestothecurrentdataflows.Highlightorassociatethechangestothenewdatamodels,dataentities,andeventhenewbusinessprocessesandapplicationsystems.

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6. Compile the target database portfolio catalogue

Asignificantchangewouldbetothedatabaseportfoliocatalogue.Reviewthecurrentcata-logueandcompilethetargetcatalogue.Thediagrambelowisanexampleofthechangesrequiredtovariousdatabases.

Figure 11-9: Example updated database diagram

7. Document the target data dictionary

Finally,reviewthecurrentdatadictionaryandupdatethedocumentationtoreflectthetargetdatadictionary.Itisnecessarytodescribethedifferenceinthedataelementsanddefinitionsfromcurrenttotarget.


Uponcompletionoftheabovedeliverables,documentalltherelevantinformationintoastruc-turedtargetDAdocumentbaseonthegovernmentagency’sdocumentationstandards.Carryoutaninternalreviewandappropriateupdates.ItisalsoagoodpracticetogetanexternalpartytoreviewtheDAdocumentsuchasDBAsandbusinessowners.

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Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectorDataArchitectshouldfrontthispresenta-tion.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.

11.4.5 Step 7.5 Build target technology architecture DescriptionabouttheagencytargetTAOncompletion,thetargetTAwilldepictthefutureinfrastructurelandscapeofthegovernmentagency.SincethetargetTAisthefutureversionofthecurrentTA,bothhavethesameartifactsordeliverables.ThemaindifferenceisthatthetargetTAdescribesaboutthefuturescenarios–i.e.providingtechnologysolutionstothecurrentissuesandchallenges.

S/No

Artifact / Deliverable Description

1 Purpose/Direction ThepurposeofTA

2 TRMPrinciples ThearchitecturalprinciplesofTA

3 ServiceArea(TRM) Thehighestleveltechnologyservicearea

4 ServiceCategory(TRM) Thetechnologyservicecategorywithinaservicearea

5 ServiceStandard(TRM) Thetargetlistoftechnologyservicestandards

6 InfrastructureOverview Thetargethigh-levelrepresentationofITlandscapeinthegovernmentagency(normallyindiagrammaticform)

7 InfrastructureDescription Thetargetdescriptionsofthemaininfrastructuretechnologiesforfuture

8 HardwareCatalogue Thelistofhardware(nochange;onlywhenactualimplementation)

9 SoftwareCatalogue Thelistofsoftware(nochange;onlywhenactualimplementation)

Table 11-9: Target TA artifact descriptions

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BuildingtheagencytargetTA

Table11-10summarizesthemainactivitiesforbuildingtheagencytargetTA.


1 ReviewtheTApurposeordirection Reviewed / updated TA purpose or di-rectionstatement

2 ReviewtheTAprinciples Reviewed/updatedTAprinciples

3 Reviewtheserviceareasandservicecat-egories(TRM)

Reviewedservicecategorieswithinser-viceareasfortheagency

4 Definethetargetservicestandards Target service standards within eachservicecategoryrelevantforagency

5 Describe the target infrastructure over-view

High-level representation of target ITlandscapeinagency

6 Updatethetargetinfrastructuredescrip-tions

Target infrastructure technology de-scriptionsanddiagrams

7 Documentandreview RevieweddrafttargetTA

8 Obtaingovernanceapproval ApprovedagencytargetTA

Table 11-10: Activities to build target TA


1. Define the TA purpose or direction

ReviewtheTApurposeordirection.ThepurposeshouldbeapplicableforthetargetTA.Makethenecessarychangesifrequired.

2. Review TA principles

Refertothechanges intheEAprinciples ifany.Reviewandmakethenecessarychanges ifrequired.

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3. Review the service areas and service categories (TRM)

Reviewtheserviceareasandcategoriestoensurethatthesearecorrectandrelevant.Fromthetargetarchitecturedirections,reviewifimpactontheserviceareasandservicecategories.Typically,therewillbesomechangesrequired.Thediagrambelowshowsanexampleofhowthetechnologydirectionswillaffectthetechnologycontentsorservicecategories.Maketherelevantchangestoreflectthefuturestate.

Figure 11-10: Example of direction setting for in TA

4. Define the target service standards (TRM)

Once the service areas and service categorieshavebeenupdated, theEACore andworking teamshavetodefinethetargetservicestandardsthatmayincludenewstandardsorreplacementofcurrentstandards.Itisalsonecessarytodefineobsoletestandards.

5. Describe the target infrastructure overview

Comparethetargetservicecategoriesandstandardswiththecurrentinfrastructureoverviewdiagram.Simpleanalysiswouldallowtheteamtoidentifytransformationorimprovementareasasshownintheexamplediagrambelow.Identifythemandupdatethediagramintothetargetinfrastructureoverview.

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Figure 11-11: Example of updated infrastructure overview in target TA

6. Update the target infrastructure descriptions

Reviewthecurrentinfrastructuredescriptions.Fromtheareasofimprovementsidentifiedabove,updatetheappropriateinfrastructuredescriptions.Notethat inmostcasesthedescriptionsdonotchangemuch,butratherthecorrespondingtechnologydiagramsthatrequireupdates.


After updating all the definitions and standards, document the relevant information into astructuredinformationbaseontheagency’sdocumentationstandards.Doaninternalreviewandupdates.Itisalsoadvisabletogetanotherparty(especiallythetechnologyandoperationsteams)tocarryoutafinalreview.


With thecompletionof thedeliverableswith theotherabove relatedcontents,present totheEAGovernanceCommittee.TheChiefArchitectorTechnologyArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.

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12. Stage 8 – Develop Transition Plan12.1 Stage summary

Withthecompletionofthevarioustargetarchitecturesinthepreviousstage,itisnowimportanttoplan andmanage the transition required from the current landscapes to thedesired targetlandscapes.Thereisabiggapbetweencurrentandtargetarchitectures.Ifthesearenotmanagedthroughthetransitionplan,itistypicalthatthetargetarchitecturewouldnotberealized.

Thetransitionplanisaboutdefiningandprioritizingintermediateactivities,systemsandprojectsinordertoimplementthatfuturestateofthetargetarchitectures.Themajorfocusofthisstageistodevelopadetailedtransitionplanconsistingofprojectsoractivities,requiredresources,timeline andbudget. Techniques such asABCAnalysis, PriorityAnalysis, ROIAnalysis canbeutilizedinthisstage.

12.2 Stage purpose

Thepurposeofthisstagetomanagethetransitionbetweenthecurrentstatestothetargetstate.Theexpectedoutcomesordeliverablesofthisstageis:

1.TransitionPlan.


Withthecompletionofthepreviousstage,theEACoreandworkingteamshavetoensurethatthefollowingdeliverablesareinplace:

1. TargetBusinessArchitecture

2. TargetApplicationArchitecture

3. TargetDataArchitecture

4. TargetTechnologyArchitecture.

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DependingontheEAscopeanddevelopmentstrategy,thegovernmentagencyhastoensurethatthecorrespondingtargetarchitecturesarecompleted.Ifthegovernmentagencyintendsto buildallarchitectures,thenitneedsthefourabovetargetarchitectures.However,ifthegovernmentagencyisdoingaspecificEAscopesuchasdataandtechnologyconsolidation,thenitneedstohaveatleastthetargetdataandtechnologyarchitecturesinplace.


Belowtablelistthekeyactivitiesandexpecteddeliverablesforstage7.

Stage /


8 DevelopTransitionPlan TransitionPlan8.1 Definetransitionprojects Transitionprojectlist8.2 Prioritizetransitionprojects Prioritizedtransitionprojectlist8.3 Createtransitionroadmap Transitionroadmap8.4 Analyze and document required

resources and outcomesTransitionresourceplan

8.5 Obtaininggovernanceapproval Approvedtransitionroadmapandresourceplan


12.4.1 Step 8.1 Define transition projects

Thisactivityisaboutdefiningandprioritizingtransitionprojects.


1. DefineIdeasforImprovement Improvementideasaredefinedbyclassifyingthemintobusiness/applicationsectorsorwithagency’scorebusi-nessfunctions

2. DefineTransitionProjects Transitionprojectsaredefinedbylistingupideasforim-provement,atargetarchitecture,andeacharchitecturearea.

List transition projects from the current and target architecture gap analysis and complete the project list by adjusting and organizing them while consid-ering priority, sequence, etc.

Table 12-2: Activities to define transition projects

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Figure 12-1: Example selection method for transition plan

Figure 12-2: Example of transition project

12.4.2 Step 8.2 Prioritize transition projects

Afterdefiningalltherequiredtransitionprojects,itisnecessarytoprioritizethem.Thetablebelowliststhekeyactivitiestoprioritizetheseprojects.

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1. DefineProjectValue • Definetheirvaluesaccordingtorelationshipsbe-tweenprojects,suchastheproject’scharacteristics,importance,effectivenessetc.

2. DefinePriorities • Prioritizethembasedonresultsoftheirvalidityandriskassessmentwithconsideringrelationshipsbetweenprojects

3. DefineStagesforProject • Basedonprojectsandtheirpriorityassessment,definetransitionprojectsbystage

Table 12-3: Activities to prioritize transition projects

Figure 12-3: Example prioritization principles

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Figure 12-4: Example priority assessment structure

Figure 12-5: Example priority assessment

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Figure 12-6: Example transition projects by stages

12.4.3 Step 8.3 Create transition roadmap

MakeEAtransitionroadmapaccordingtotheproject’spriority,interface,andpre/postrela-tionships,anddevelopadetailedschedulebyeachproject.


1. Writeprojectpurposesineachstage Setanoverallplanningphaseorstage(3-5years)anddefinedesiredobjectivesbyyear

2. Writeatransitionprojectroadmapineachstage

Listupprojectsofhigherpriorityineachstage

Writeitbymappingeachtransitionprojectwitheachstage

3. Write a detailed schedule by eachtransitionproject

Writeadetailschedulesforeachprojectanditssub-projects

Table 12-4: Activities to create transition roadmap

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Figure 12-7: Example of goal setting for each stage

Figure 12-8: Example detailed schedule by each stage

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12.4.5 Step 8.4 Analyze and document required resources and outcomes

EstimatetherequiredresourcesforallprojectsandanalyzeexpectedoutcomesaccordingtotheEAprojectplanineachstage.


1. Define a method of estimat-ingrequiredresources

Define type of required resources and an estima-tionmethodaccordingtothetype inordertode-ductrequiredresourcesbyeachclassification

2. Estimate required resourcesbyeachtransitionproject

Estimaterequiredresourcesbyeachtransitionproj-ectaccordingtotheirtype

3. Estimate required resourcesbyyear

EstimaterequiredresourcesbyyearaccordingtoEATransitionroadmapineachstage

4. Defineexpectedoutcomes Write a detail schedules for each project and itssub-projects

Table 12-5: Activities for estimating resources and outcomes

Figure 12-9: Example resource estimation procedure

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Figure 12-10: Example required resource classification

Figure 12-11: Example resource estimation

Figure 12-12: Example resource requirements by stage

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Figure 12-13: Example expected outcome

Somegeneralconsiderations:

• Althoughsubjecttotheagencyandtheirenvironment,itisnormaltosetatransitionperiodtotargetarchitectureas3-5years.Inthiscase,itisagoodwaytomake“transitionarchi-tecture”,middle-stageoftargetarchitecturethatcanplayroleofamilestonetotransition.

• Becauseofasuddenchangeofbusinessenvironment,technologydevelopment,etc.atransitionplanaswellasdevelopedtargetarchitecturecanbemodified.Therefore,bothtargetarchitectureandtransitionplanshouldbemanagedbyEA.

• Whetheratransitionplanissucceedornotdependsonconcretenessandrealisticpossibilityoftheplan.Inotherwords,weshouldconsider‘isitreasonablewhenitcomestoexpense/effectivenessanalysis?’,‘doesitfullyreflectusers’requirementsontargetarchitecture?’,‘doagency’sstakeholdersfullyparticipateindevelopingtransitionplansandfullyunderstandthecontents?’etc.

• Thetransitiontotargetenvironmentdoesnothappenrapidly,butisperformgraduallybyeacharchitectureareaortransitionstageaccordingtoEAtransitionplan.Becauseofthis,ittakesmuchtimetocompletelytransittotargetenvironment,andatransitionprocessand

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transitionelementsareverycomplicated.Therefore,forsuccessfultransition,weshouldminimizerisksagainstchanges,protect investment,organizeplans forsecuretransition,andreflectthemonatransitionplan.

12.4.5 Step 8.5 Obtain governance approval

Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectshouldfrontthispresentation.Fromthecommentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.

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13. Stage 9 – Develop Management Plan13.1 Stage summary

ThisstageisaboutdevelopingtheEAusageandmanagementplanssothatEAprocessesandval-uesbecomeanintegralpartoftheagencystandardoperatingprocedures.ToensurecontinuedEAvaluedeliverytothegovernmentagency,itisnecessaryandimportanttoincorporateEAmanagementplansintothegovernmentagency.

13.2 Stage purpose

ThepurposeofthisstageistoanalyzeanddocumenttheplaninensuringtheEAdeliverablesareacceptedandusebythedifferentstakeholders inthegovernmentagency.Theexpectedoutcomesordeliverablesofthisstageare:

1. EAusageplan

2. EAmanagementplan


Withthecompletionofthepreviousstage,theEACoreandworkingteamshavetoensurethatthefollowingdeliverablesareinplace:

1. TransitionRoadmap

2. TransitionResourcePlan.

Thisstageisalsoafollowuponimportantpoliciesordirectionstatementspreviouslydefinedun-derContinuousGovernancesection–onparticular,onEAusageandEAmanagementdirections.

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Thetablebelowliststhekeyactivitiesandexpecteddeliverablesforstage9.

Stage /


9 DevelopManagementPlan EAUsageandManagementPlans

9.1 DevelopEAusageplan EAusageplan

9.2 DevelopEAmanagementplan EAmanagementplan

9.3 ObtainingGovernanceApproval ApprovedEAusageandmanagementplans


ManagementandGovernance

Under theContinuousGovernance section, theEAGovernanceCommitteehas setupcleardirectionsontheEAusageandmanagementplans.Thisstagewillfocusonthede-.velopmentoftheseplans

13.4.1 Step 9.1 Develop EA usage plan

It isanactivitytospecifyEAusagewaysbydefiningitspurposesandscopethroughanalyzingagency’senvironment&possibleusers.ThefollowingaretheactivitiestodeveloptheEAusageplan.

1. Define Usage Purposes & Scope

BasedonEAusagepolicyordirectionstatementsdefinedundergovernancesection,theEACoreandworkingteamshavetodefinetheEAusagepurposes&scope.

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1.a Defineusagepurposes • BasedonaboveIdentifying,defineusagepurposesastomakethemacommondecision-makingstandardforachievingEAimplementationpurposes&expectedoutcomes

• Abovepurposesarecomprehensive.So,theyalsocanbedefinedspecifically,likecoreusepurposes,supplementaryusepurposes,etc.

1.b Defineusagescope • BasedonaboveIdentifying,defineEAusagescopebygroupingsharedelements

• EAusagescopeofagenciesdoingEAdemonstrationprojectisdefinedasaITlifecycle,suchasITplanning,ITprojectperforming,IToperation,ITassessment,etc.

Table 13-2: Activities to define EA usage purpose & scope

Figure 13-1: Example for EA usage purposes

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Figure 13-2: Example for EA usage scope

2. Usage Plan Development

InorderthattheagencyperformspracticalITprojectsusingarchitectureinformation,theyneedguidelinesthatdescribewhicheachEAusagescenariocanusetheappropriatearchitectureinfor-mation.DefineEAusageprocessbyeachscope,inorderthattheEAsupportscommondecision-makingswhileperformingpracticalITprojects.

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2.a DefineUsagetasks

• IdentifyanddefineEAusagetasksbasedonitsobjectivesandscope.

2.b Definepossibleusers

• Definedirectly/indirectlyrelated-stakeholderswithEAprojects

• Amongstakeholders,IdentifyfutureEAusersthroughholdinginternalmeetings

• DefineEAusergroupsbyclassifyingthemwiththeirroles,anddefineeachgroup’srolesandresponsibilities

• Inaddition,definerolesrelatedtousingarchitectureinformation

2.c DefineUsagescenario

• Writeabusinessflowbasedonbusinessactivitiesandrelatedorganizationsthataredefinedinusagetasks

• Identifyanddefinebusinessactivitieswhicharerequiredtousearchitectureinformationbyeachusagetask

• Definewhicharchitectureinformationcanbeusedfordoingeachbusinessactivity.Inotherwords,wecandefinethenameanditemofspecificartifact.

2.d DevelopUsageGuideline

• DefinealistforusingEAinformation,andmakeaguideline

• Basedonusagescenario,writeaguidelineforfullyusingEAbyeachtask.

Table 13-3: Activities to define usage plan development

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Figure 13-3: Example for EA usage tasks

User Main role Related organization

Decision-Maker -Afinaldecision-makeraboutbusinessinnovation,ITprojectpromotion,andITprojectpolicies

TheofficialinchargeofIT

ITPromotionCommittee

ArchitectureReviewCommit-tee

ITInvestmentReviewBoardITPlanningDe-partment

-MakingmidandlongtermITplans

-Budgetingonunitinformationsystemdevelopment/operationandassessingtheresults

ITPlanningTeam

BudgetPlanningTeam

ArchitectureMan-agement Depart-ment

-ManagingtheinformationsuchasEAstan-dard,etc.

ArchitectureManagementTeamArchitectureGroup

User/BusinessDepartment

-Asbeinginchargeofagency’sbusinesses,theyalsoofferrequirementsfromusers,etc.

InternationalAffairsDivision

PublicServiceCenter

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User Main role Related organization

ITProjectDepartment

-Theyareinchargeofunitsystemdevelop-ment,fromprojectplanningtosystemdevelopment/operation

SystemDevelopmentGroup

SystemMaintenanceGroup

SystemDevelopmentDepartment

-Mostofthemareexternalagencieswhichareinchargeofsystemdevelopment

SystemDevelopmentTeam

SystemOperationDepartment

-Mostofthemareexternalagencieswhichareinchargeofsystemoperation

SystemOperationTeam

Table 13-4: Example for EA users

Figure 13-5: Example for the relationship between EA tasks and artifacts

3. Obtaining Governance Approval

Withthecompletionofthedeliverableswiththeotheraboverelatedcontents,presenttotheEAGovernanceCommittee.TheChiefArchitectshouldfrontthispresentation.Fromthecom-mentsfromthecommittee,makethenecessarychangestoobtaintheirfinalapproval.

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13.4.2 Step 9.2 Develop EA management planThevalueofEAisforittobeutilizedwhenmakingdecisionswithusingpertinentinformationandlinkages.ItisimportanttomaintainaccuracyandconsistencyofEAinformation;hence,EAmanagementplanhelpstomaintainEAcontinuouslybynotonlysettingEAdirectionsbutalsomakingEAmanagementstructureandEAmanagementprocess.ThefollowingarethesimpleactivitiestodeveloptheEAmanagementplan.

1. Define EA Management Purposes & Scope

BasedontheEAmanagementpolicydefinedundergovernance,defineEAmanagementpur-poses&scopes,anddevelopEAmanagementprinciples.


1.a DefineEAmanagement purposes

• DefineEAmanagementpurposewhichmatchesagency’sarchitecturepurposes&directionsfrombestpractices

1.b DefineEAmanagement scope

• DefineEAmanagementscopewithconsideringEAprojectpurposes,scope,principles,andpurposesforEAuse

• Identifymaintenance-needed-elementswithreferringtoidentifiedmanagement scope

• EAmanagementtargetsareorganizations,humanresources,systems,application,architecture’sartifacts,etc.

• Definetheorganization’sEAmanagementscopewithreferringtoaboveidentifiedmanagementscopeandtargetelements

• CheckifdevelopedEAmanagementscopehasomitteditemsbyrefer-ringtootheragencies’EAmanagementscopeandtargets

• ConfirmedEAmanagementscopeinhereincludesdefiningan organization,managementprocess,managementsupportsystem,etc.

1.c DefineEAmanagement principles

• Identifykeymanagementpointsfordefiningmanagementprinciples(organization,competency,operation,methodsforreview,system,etc.

• DefinemanagementprinciplesbyeachmanagementpointwhichEAmanagementplanshouldfollowforachievingmanagementpurposes

Table 13-5: Activities of EA management purposes & scope

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Figure 13-6: Example of EA management plan

Figure 13-7: Example of EA management scope

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Figure 13-8: Example for EA management plan process

Figure 13-9: Example for EA management plan principles

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2. Develop EA Management Organization

DefineEAmanagementorganization’sstructure&rolesformaintainingEA,EAmanagementprocessforfollowingarchitectureprinciplesandattainingarchitecturegoals,andEAmanage-mentsupportsystemsforsupportingit.

S/No Activities Description

2.a EAmanagementorganizationdefinition

• Figureoutmanagementtasksandtheirrequiredfunctionsbycheckingmanagementscopeandtargets

• Basedonmanagementtasksandfunctions,figureoutrequiredorganizationsthatcanperformthetasks

• Iftherearenorelatedorganizationsthatcanperformthetasks,wecancreateaneworganization

• Basedonthetasksandorganizations,wecandefinetheirorganizationalstructurebybuildingupadecision-makingstructureforperformingthetasks

2.b EAmanagementorganization’srolesdefinition

• Analyzestakeholdersofamanagementorganizationalstructure,andidentifytheirrequiredroles

• Definetheirrolesthatdefineresponsibilitiesandauthori-zationbythemanagementorganizationalstructure’seachorganization

• Basedonroles,redefinetheorganizationalstructure,andmakeaninstitutionalchangeplan

Table 13-6: Activities to develop EA management organization

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Figure 13-10: Example for EA roles for large organization

Figure 13-11: Example for architect tasks

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3. Define EA Management Process

InEAgovernancesection, therearefiveaspectssuchaschange,program,performance,capability,andpolicymanagement.Inthissection,itwillprovidemoredetailprocessesofEAmanagement.


3.a DefineEAplanningprocess

• DefineEAplanningprocessbydevelopingEAandreflectinganyimprovements of EA.

3.b DefineEAchangemanagement process

• DefineEAchangemanagementprocessofmaintainingandupdatingEAinformation

• DefineEAchangemanagementprocesswhichincludesoverallprocessfromrequesting,processing,toreleasingchanges

• Architecture update:defineaprocessofregularplanningandtargetarchitecturedesigningforarchitectureimprovements

• Architecture change:defineaprocessofreviewingandauthorizingchangerequests

• Architecture diffusion:apracticalwayofperformingcanbedifferentaccordingtoanarchitecturediffusiontarget andchannel.Wecandevelopaprocessofplanning,execution,andfeedbackforarchitecturediffusion

• Architecture compliance review:developaprocessofcheckingifitcomplieswith‘currentarchitecture’inITsystemdevelopmentproject

• Design for exceptions:developaprocessofdesigningalternativestothearchitecture,withwhichwecanreviewvalidityofexceptionsandapplyingthem

• Architecture-based IT system design:providinganoutlineofITsystemsbasedonarchitectureandtargetarchitectureinordertosupportITsystemdevelopment

3.c DefineEAusesupportprocess

• DefineEAsupportprocessforsmoothlysharingandusingEAinformation

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3.e Defineasystemmanagement process

• DefineaprocessofmanagingandoperatingmanagementsystemsusedformaintainingEAinformation

• Basedonmanagementsystem’soperatingorganizations,defineasystemoperationprocess,suchassystemchangeprocess,systemback-upprocess,etc.

• DefineaprocesswithreferringtoaguidelineforoperatingITsystems

3.f Defineanassessment process

• DefineaprocessofassessingEAinformation’suse&man-agement

• Theagencycanassessoutcomesbythemselvesthroughde-velopingtheirownperformanceindicatorswithreferencetoperformancereferencemodelinEAdevelopmentphase

• Agencycanassessagency’sEAmaturitylevelwithreferencetoEAmaturitymodel that was made by Yesser (refer Annex E)

Table 13-7: Activities to define EA management process

Figure 13-12: Example for EA update process

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Figure 13-13: Example for EA change process

Figure 13-14: Example for EA diffusion process

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Figure 13-15: Example for EA compliance review

Figure 13-16: Example for EA design exception process

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Figure 13-17: Example for EA system design

4. Develop EA Management System

DevelopEAmanagementsystemforcontinuouslymaintainingandusingEAartifactsandEA-relatedinformation.

S/No Activities Description4.a Define

requirements• Checkingandorganizingbasicfunctionsofmanagementsystems

• DefineafunctionofusingEAartifactsinformationintermsofvarioustasks

• DefineafunctionofcontinuouslymaintainingEAartifactsinformation

• Defineafunctionoflinkingwithmanagementtoolswhichareusedforcreatingartifacts

• Define a function of linking internal systemsㅡlinking assets management system, performance management system, and business management system, which are operated by the agency, themselves, with EA information

• Definelinkingfunctionsrequiredtoofferagency’sEAartifactsin-formationtonationalEAmanagementsystem

4.b Buildupasystem

• Afterdefiningsystemrequirements,asystemcanbebuiltbasedonthemwithusingsystemdevelopmentmethodology.Developmentmethodologycanbereferredtoforsystembuildup.

Table 13-8: Activities to define EA management system

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Seebelowtableofexamplerequirements.

Function Description

FrameworkManagement Managingaframework,astandardformanagingagency’sEAsystematically

Meta-modelManagement Registering and managing standardized Meta-model toregisterartifacts

ReferenceModelManagement RegisteringandmanagingBRM,ARM,DRM,TRM,andPRM

ArtifactManagement RegisteringandmanagingEAartifacts

ArchitectureAnalysis Analyzingarchitectureartifactswithvarioustypes

SystemManagement Managing system, such as usermanagement, authoriza-tionmanagement,etc.

Table 13-9: Example for EA management system’s functions

5. Develop EA Management Guideline

EAmanagementguidelinehelpstoupdateEAonthecurrentstatusagainstchangesofprojectsorITsystems,andiscomposedofmanagementprinciples,organizations,andprocess.

6. Obtaining Governance Approval

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14. Stage 10 – Execute and Maintain14.1 Stage Summary

ThisisthelaststagewhereagovernmentagencyexecutesandmaintainsitsEA.Havingcov-eredmanystagesintheEAjourney,thislaststageconcernswithtakingactionstomakethegovernmentagency’sEAintoareality.

14.2 Stage Purpose

ThepurposeofthisstageistofinallyimplementtheEAartifactsthatweredocumentedinthepreviousstages.Thefollowingaretheexpectedoutcomesofthisstage:

1. Promoteormarketthegovernmentagency’sEAsothatgovernmentemployeesareawareoftheusefulnessofEA

2. TrainsomeemployeesontheusingandmaintainingthevariousinformationrelatedtoEA

3. ExecuteorimplementtheEAincludingthemanagementofthetransitionactivities

14.3 Stage Initiation

Withthecompletionofthepreviousstages,theEACoreTeamandworkingteamshavetoen-surethatthefollowingdeliverables,inadditiontothetargetarchitectures,areinplace:

1. EAManagementPlan

2. EAUsagePlan

3. EATransitionPlan

Withalltheaboveplans,theEACoreTeamandworkingteamscanstarttheexecutionphase.

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14.4 Key Steps in Stage 10

ThelaststageisthefinalchallengefortheEACoreteamandworkingteammemberstomaterializetheirpreviousefforts.ThekeystepsinStage10areshowninTable14-1.

Stage /


10 ExecuteandMaintain

10.1 ImplementtheEAUsage&ManagementPlan Project/Program ManagementDeliverables

10.2 ImplementtheEATransitionRoadmap Project/Program ManagementDeliverables


14.4.1 Step 10.1 Implement the EA usage & management plan

AnotherchallengefortheEACoreteamandworkingteams istheactual implementationoftheEAusage&managementplanthatwaspreparedinthepreviousphase.Itisonethingtopreparetheplan,butitrequireseffortandcoordinationtoactuallyimplementtheEAusage&managementPlan.Thisiswherealltheorganization,systems,resourcesandthegovernance/managementprocessesareimplementedinacoordinatedmanner.

TheEACoreteamhastoensurethattheEAusage&managementplanareexecutedaccordingtothedetailsintheplan.Tosomeextent,someoftheareasintheplanhavebeencoveredordescribedinthestepsabovesuchasEAgovernance/managementincludingthechangeman-agementaspect.Afewimportantthingstonoteare:

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1. Institutionalization the usage & management plan

It’srequiredtomakeEAusage&managementguidelinemandatoryinordertocontinuouslymanageanduseEAandmakean internalnoticeofwhether theguideline is followedtoallorganizations.

Figure 14-1: Example for EA usage guideline

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Table 14-2: Example for EA management guideline

2. EA usage and management plan execution

WecanuseEAatworkbasedontheEAusageandmanagementguideline.AllEAinformationandrelatedartifactsshouldberegularlyorinstantlyupdatedaschangemanagementprocessafterthatwecanexecuteEAplanssmoothly.IncaseEAsystemhasbeendeveloped,wecanderiveanduseEAinformationfromitbasedonEAusescenario.

3. EA usage and management plan supervision

EAteam’smanagercansupervisethestatusofEAoperationandusageaccordingtoEAguidelines.ContinuouslymonitorwhetherEAmanagementprocessesandEAusagesce-nariosarebeingwellobeyed.IncaseEAsystemhasbeendeveloped,wecanfigureoutEAutilizationstatusbyusingstatistics,etc.fromtheEAsystem.

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4. EA usage and management plan assessment

DefineassessmentelementstoevaluateEAusageandmanagementplansandregularly(onceayear)conductassessmentsbyinvestigatingandinterviewingstakeholders.

Elements Key contents

Compliance

1

Havealltheusage&managementtasksspecifiedinEAguidelinesbeenappliedatwork?

Checkthembymakingalistofusage&managementtasksinEAguidelines

T/F

2

Hasarchitecture informationbeenupdatedaccordingtoEAusage&managementprocess?

Checkthembymakingalistofarchitectureinformationtobeupdated

T/F

3

Does theperson in chargeuse/followEAusage/managementproceduresregardingtotheirtasks?

Checkthembymakingalistofusage&managementtasks

T/F

Compatibility

1IsEAusage&managementprocesscorrect?

CheckthembymakingalistofEAusage&managementprocessesT/F

2

Isarchitectureinformationupdatedaccordingtoausage&managementprocesscorrect?

CheckthembymakingalistofarchitectureinformationbyeachEAus-age&managementtask

T/F

Convenience

1Isn’tEAusage&managementprocesscomplicated?

CheckthembymakingalistofEAusage&managementtasksT/F

2DoesittaketoomuchtimetoprocessEAusage&managementtasks?

MeasuretimeofprocessingeachEAusage&managementtasksT/F

3

IsiteasytoupdateEAinformationaccordingtoeachusage&managementtasks?

Canuse1-5pointscale

4What’ssatisfactionlevelcausedbyutilizing&managingEA?

Canuse1-5pointscale

Table 14-3: Example for EA usage & management plan assessment

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5. EA usage and management plan improvement

BasedontheresultsofEAusage&managementplanassessment,itsimprovementdirectionscanbedefinedandEAusage&managementplancanbesupplementedandenhanced.

14.4.2 Step 10.2 Implement the EA transition roadmap

ThetransitionofEAfromthecurrentstatetotheeventualtargetisachallengingtask,butwithgreatsatisfactionwhenitiscompletedsuccessfully.IntheimplementationoftheEATransitionRoadmap,theEACoreteamandworkingteamshavetoactascoordinators(betweenprojectsanddivisions)andadvisors(onwhattheprojectownersshoulddoandwhen).

Whiletheprevioussteptacklesallthemanagement/governanceareas,thisstepfocusesonthebasicstepstoimplementthetransitionprojectsandactivities.WiththeEATransitionRoad-mappreparedinthepreviousphase,theimplementationofthisroadmaphasthreemainactivi-tiesasfollows:

1. Review and update the EA Transition Roadmap

SincetheEATransitionRoadmapwaspreparedandapproved,therearemanyactivitiessuchasconductingawarenesssessions,presentationtothestakeholdersanddiscussionsonnewini-tiatives.Overtime,someofthesediscussionscouldspinoffotherprojectsoraffecttheoriginalscheduleandpriorityoftheprojectsinthetransitionroadmap.Itisnecessary,therefore,toreviewandupdate theEATransitionRoadmap fromvarious feedback, suggestionsandnewdirectivesfromtopmanagement.Thefollowingarerecommendedactivities:

a. Add,updateor remove theprojects identified; ifneedbe, re-prioritized thewhole listofprojects

b.Foreachproject, identifyandconfirmtheprojectowner. Inaddition,checktheresourcesand schedulesare reasonable. Ifnot,update the resources requiredandtimeneeded tocompletetheprojects

c. UpdatetheTransitionRoadmap.Ifmajorupdatesweredone,getapprovalfromtheEAGov-ernanceCommittee

d.AlsoupdatetheProgramManagementPlancorrespondingly.

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2. Assign projects to Project Owners

WiththeapprovedupdatedEATransitionRoadmap,theEACoreteamhastoinformandassigntheprojectstotherespectiveprojectowners.Itisrecommendedthateachprojectcarryoutthefollowing:

a. FormationofProjectTeam(ProjectOwner,ProjectManagerandProjectMembers)

b.BriefingtotheProjectTeambytheEACoreTeamonexpecteddeliverablesandresourcesprovided

c. FormalizecommunicationchannelforProjectTeamtoupdateandreportprogresstotheEAProgramManager.KeyPerformanceIndicators(PKIs)havetobeestablishedsothattheEATransitionRoadmapcanbetrackedandtheoverallprogresscanbeupdatedtotheEAGov-ernanceCommittee.

3. Track and report progress of transition

Lastbutnottheleast,alltheprojectsandmajoractivitiesintheEATransitionRoadmaphavetobetracked.Forconsistent,goodprogrammanagementandtrackingofthevariousprojects,thefollowingarerecommended:

a. Centralizeallreportingintoamanagementdashboardifpossible

b.Determineflagsor indicators tomeasureprojectprogress– i.e.%completionandgreen,amberorredflags

c. Occasionally,reviewtheEAprogrammanagementandlinktotherelevantEAgovernance/managementareasinpreviousstep.TheremayalsobeaneedtoupdatetheEAartifactsasthevariousprojectsprogress(seenextstep).

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Annex A: NORA Summary of Deliverables by StagesThefollowingtablessummarizethedeliverableswithinthedifferentstagesofNORA.

STAGE1:DevelopEAProjectStrategy

Item Description

Summary Thisstagedescribesthekeyactivitiestoresearch,planandobtainapprovaltoembarkontheEAproject.EachgovernmentagencyhastoobtainitsprojectfundingandtoeitherdevelopitsEAinternallyoroutsource.

Purpose Laythefoundationofagovernmentagency’sEAimplementationjourneywithcleardirectionsandcommitments.

Initiation Yesserwillcommunicatewiththee-TransformationCommitteeineachgovernmentagencytoinitiatetheagencyEAimplementation.Govern-mentagenciescanalsorequestanddiscusswithYessertoinitiatetheirEAprogram.

Table 14-4: Stage 1 summary

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Stage /

Step No


1 DevelopEAProjectStrategy GovernmentAgency’sEAProjectStrategy

1.1 AnalyzeEAtrendsandcasestudies(bothinternationalandlocalagencies;alsoacrosssamelineofbusiness/segment)

DocumentrelevantEAtrendsandcasestudiesrelatingtothegovernmentagency

1.2 ProvideEAawarenesstogovernmentagency’sbusinessandITleaders

(GovernmentagenciescaninviteYessertobriefonNEA)

UnderstandtheimportanceofEA

1.3 Assessgovernmentagency’se-transformationmaturity(ViaQiyas)anditsalignmentofITtothegovernmentbusiness

Submitandpresenttheassessmentreporttothee-TransformationCommitteeorequivalent.Theassessmentshalldescribetheagency’s:

1. Maturityofitse-transformation

2. Effectivenessofitsbusinessfunctions

3. MaturityonITadoption

4. OrganizationcapabilityonbusinessproductivityanduseofIT.

1.4 Documentgovernmentagency’sEAprojectstrategy

DraftGovernmentAgency’sEAProjectStrategy

1.5 PresentandobtainapprovalfortheEAprojectstrategy

ApprovedGovernmentAgency’sEAProjectStrategybyitse-TransformationCommitteeorequivalent


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STAGE2:DevelopEAProjectPlan

Item Description

Summary HavingestablishedanapprovedEAProjectStrategy,thegovernmentagencyhastocarryoutthedetailedplanfortheEAproject.ThisstagedescribesthekeyactivitiesinvolvedindevelopingandobtainingapprovalfortheEAproject.

Purpose Thegovernment agencyhas to structure and formappropriate EA team(s)anddevelopthedetailedEAprojectplan.

Initiation ThisstagebeginswiththeendorsementorapprovaloftheEAProjectStrategyinStage1.


Stage /

Step No


2 DevelopEAProjectPlan GovernmentAgency’sEAProjectPlan2.1 UponapprovaloftheProjectStrategy(Step1.4),

proposeandsetup thevariousEAcommitteesand teams such as EAGovernance Committee,EA Working Team, Business-Domain WorkingTeamandtheITWorkingTeam.

ApprovedEAcommitteesandworkingteamsbythee-TransformationCommitteeorequivalent

2.2 Finalize the EA development approach such asscope,budget,schedule,andincludingoutsourc-ingorinsourcingoftheGovernmentAgency’sEAimplementation.AlsoincludetheadoptionofEAculture intoallaspectsofbusinessandITplan-ningandreviews

Approved EAdevelopment approachby e-transformationcommitteeorequivalent

2.3 UponapprovalofSteps2.1&2.2,theEAworkingteamwilldocumentthedetailedEAProjectPlan

DraftEAprojectplan

2.4 PresentandobtainapprovalfortheEAprojectplan

ApprovedEAprojectplanbytheEAGover-nanceCommittee


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ContinuousGovernance

Item Description

Summary AsEA isamassiveand long-termproject, therearebound tobemanychallengesandissues.Itisvital,therefore,thattheEAgovernanceworkisalsoaddresstoensurethesuc-cessoftheproject.

Purpose ThepreviousstagehasdefinedherolesandresponsibilitiesoftheEAGovernanceCommittee.Hence,thepurposeoftheEAgovernanceisveryclear,i.e.tosteeranddirecttheEAprojecttosuccessfullymeetthegovernmentagency’svision,missionandstrategicgoals.

Initiation Thegovernment agency’s e-TransformationCommittee started the governanceby reviewingandapprovingtheEAProjectStrategyinStage1.TheEAgovernanceofficiallystartedwiththeformationoftheEAGovernanceCommitteeinStage2.NotethattheEAgovernanceisacontinuousactivityaffectingallstages.

Table 14-8: Continuous governance summary

Stage / Step No


All ContinuousGovernance SuccessofGovernmentAgency’sEAProject

1. TrackandmonitorthekeyactivitiesanddeliverablesoftheEA.HighlighttoEAGovernanceCommitteeonpotential delays, changes in scope, and lack of re-sources

Programmanagement of Government Agency’sEAimplementation

2. Managetheintroductionandchangestothevari-ousactivitiesintheEA.Inparticular,carryoutac-tivitiesonEAawarenessandpromotion

ChangemanagementespeciallyonawarenessandpromotionofGovernmentAgency’sEA

3. Manage the capability requirements for the EAimplementationthatincludestraining,changestojobscope,andreviewofdivision/departmentor-ganizationalstructures

Capabilitymanagementontheprogressiononthe government agency’s capabilities to carryouttheEAplans

4. Manage the policies and regulations required toimplementthedifferentfactorsoractivitiesoftheEAinthegovernmentagency

Policymanagementonthepoliciesandregu-lationsrelatingtotheEAexecution

5. Manage the performance outcomes of the EA inthegovernmentagency

Performancemanagementonthemetrics,KPIsandoutcomesoftheEA

Table 14-9: Continuous governance steps

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STAGE3:AnalyzeCurrentState

Item DescriptionSummary WiththeapprovedEAprojectplaninplace,theEACoreandworkingteams

canstarttheactualworkbyanalyzingthecurrentstateofthegovernmentagency.Thisstagedescribesthekeyactivities inreviewingandanalyzingthedifferentaspectsofthecurrentstateofthegovernmentagency.

Purpose ThegovernmentagencyhastocarryoutrequirementsstudyanddetailedanalysisofthecurrentstateintermsofbothbusinessandIT.

Initiation ThisstagebeginswiththeendorsementorapprovaloftheEAProjectPlanfromStage2.


Stage /


3 AnalyzeCurrentStage a.EARequirements

b.EAEnvironmentAnalysisReports (CurrentBusinessLandscapeand CurrentITLandscape)

c.SWOTAnalysisReport

3.1 GatheranddocumentEArequire-mentsfromvariousstakeholderssuchase-TransformationCommittee,EAGovernanceCommittee,mainbusinessfunctions’stakeholders,andEAworkingteams

GovernmentAgency’sEArequirementsre-viewedbyEAGovernanceCommittee

3.2 GatherandanalyzeGovernmentAgency’sinternalenvironmentsuchasorganizationalcapabilitytoplanandexecutee-transformationplan,busi-nessplanandITplan

Government Agency’s EA environmentanalysis report reviewed by EA Gover-nanceCommittee

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3.3 Gather and analyze Government Agen-cy’sexternalenvironmentsuchasgener-altrendsinEA,UnitedNationsorsimilare-Governmentrankingsincludingrecom-mendations,prioritizednationalprojectsandnewgovernmentpolicies

Government Agency’s EA environmentanalysis report reviewed by EA Gover-nanceCommittee

3.4 PresenttotheEAGovernanceCommittee

EA Governance Committee is informedabout the detailed current state of thegovernmentagency


STAGE4:DevelopEAFramework

Item Description

Summary This is the stage where a government agency starts to develop its EA. In this stage, the government agency constructs the main pillars such as EA vision & mission, architecture goals & principles, EA Framework, taxonomy, and other related standards that is fundamental to its EA jour-ney.ThegovernmentagencyshouldfocusonbuildingqualityEAframeworkandotherrelevantprocesses.

Purpose ThepreviousstagegavetheEArequirementsandenvironmentanalysisreportssothattheEAteamknowswhatthegovernmentagency’sEAhastoaddress.Thepurposeofstage4istoarchitectimportantEAfundamentalsthatwillsteerandguidetheEAdevelopmentinsubsequentstages.

Initiation This stagebeginswith the completedEA requirements,environmentanalysisreports(bothcurrentbusinessandcurrentITlandscapes)andtheSWOTanalysisreportfromStage3.NotethattheEAGovernanceCommitteemayalsoprovideadditionalstrategicrequirementsattheendofStage3.


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Stage / Step

NoDescription Deliverable

4 DevelopEAFramework GovernmentAgency’sEAMission,Vision,ArchitectureObjectivesandArchitecturePrincipleStatements

GovernmentAgency’sEAFramework

4.1 AnalyzetheEArequirementsandfindingsfromtheenvironmentreporttoaddressthegaps.Thesegapswouldaddresswhatiscurrentlymissingandalsowhatisrequiredtomeetfutureneeds

Documentgapsi.e.EArequirementsandenvironmentimprovementsneeded

4.2 Carryoutquestionnaireand/orbrainstormingses-sionswithkeystakeholderstodefinetheEAvision,mission,architectureobjectivesandarchitectureprinciples(thesestatementshavetoaddressgapsidentifiedinStep2-1)

DraftEAVision,Mission,ArchitectureObjectivesandArchitecturePrinciples

4.3 PresentandobtainapprovalfromEAGovernanceCommittee

ApprovedEAVision,Mission,Archi-tectureObjectivesandArchitecturePrinciples

4.4 FromtheEAVision,mission,architectureobjectivesandprinciples,definetheEAframeworkstructure

DraftEAFrameworkStructure

4.5 WiththeEAframeworkinplace,designthearchi-tectureelements

DraftEAArchitectureElements

4.6 FilluptheframeworkbydefiningtheEAModelandtherelationshipsbetweenelements

DraftEAModel

4.7 TostandardizetheEAdocuments,createtheEAdocumentationstandard

DraftEADocumentationStandard

4.8 Similarly,toensurequality,definetheEAartifactmanagement processes

DraftEAArtifactmanagementpro-cesses

4.9 Presenttheoutputsfrom4.4to4.8andobtainap-provalfromEAGovernanceCommittee

ApprovedEAFramework


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STAGE5:BuildReferenceModels

Item Description

Summary The previous section has defined and described the reference models and architectures. Based on the EA framework developed previously, this stage is all about building the reference models so that a government agency can have standard views and taxonomies of key organizational assets and processes such as business, application, data and technology domains.

Purpose Thepurpose of stage 5 is to architect andbuild the relevant EA referencemodelsofthegovernmentagency.

Initiation ThisstagerequirestheEAvision,mission,architecturegoals&principles,and theEAframeworkfromthepreviousstage.Inaddition,thegovernmentagencyneedstorefertoYesser’sNEAReferenceModels.ByreferringtotheNEArefer-encemodels,thegovernmentagencycandeveloptheirownreferencemodelsensuringalignmentwithwholeofgovernmentaswellastoachieveitsEAgoals.


315


Stage / Step No Description Deliverable

5 DocumentGovernmentAgency’sReferenceModels

Government Agency’s ReferenceModels

5.1 Developamodelthatstandardizesperfor-manceelements for improving ITprojectsandtheirquality.ObtainapprovalfromtheEAGovernanceCommittee

Approved Performance ReferenceModel

5.2 Developamodelthatclassifiesanddefinesbusiness functions and related information.Obtain approval from the EA GovernanceCommittee

Approved Business ReferenceModel

5.3 Developamodelthatclassifiesanddefinessharedapplicationsystems/componentsto promote service integrationand reusebyidentifying redundantor correlatedappli-cations.ObtainapprovalfromtheEAGov-ernanceCommittee

Approved Application ReferenceModel

5.4 Develop a model that classifies data anddefinesstandarddatastructurestosupport data architecturedevelopment, data stan-dard,anddatareuse.ObtainapprovalfromtheEAGovernanceCommittee

ApprovedDataReferenceModel

5.5 Developamodelthatclassifiesanddefinestechnologies and technology standards/specifications, which support businessand services.ObtainapprovalfromtheEAGovernanceCommittee

Approved Technology ReferenceModel


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STAGE6:BuildCurrentArchitecture

Item Description

Summary The focus of this stage is in capturing the current architectures of the governmentagencysothattheagencycanclearlyunderstanditsITandbusinesslandscapes.Thiswouldallowabettervisibilityof the interconnectionsamongdifferentarchitecturesandcomponents,andaidinanalyzingtheagency’sissues,challengesandopportuni-tiesrelatingtobusiness,information/dataandtechnologies.

Purpose Thepurposeofthisstageistoanalyzeanddocumentthestatusofthecurrentgovern-mentagency’sITandbusinesslandscapes.

Initiation Thecompletionoftherelevantreferencemodelsfromthepreviousstage.


Stage /


6 BuildGovernmentAgency’sCurrentArchitectures GovernmentAgency’sRelevantCurrentAr-chitectures

6.1 CapturecurrentbusinessandITdata GovernmentAgency’sCurrentData

6.2 Analyzeandbuildthebusinessarchitecturethatdescribes the current business functions, sub-businessfunctions,businessprocesses,businessactivitiesandbusinessservices

GovernmentAgency’sCurrentBusinessAr-chitecture

6.3 Analyze and build the application architecturethat listsall thecurrentapplications(fullyauto-mated, partial automated & manual), and therelationshipsbetweentheseapplicationsandthebusinessfunctions/processes/services

Government Agency’s Current ApplicationArchitecture

6.4 Analyze and build the data architecture thatshows all thecurrent datausedby the govern-ment agency, theusageof databy applicationsincludingdataexchangewithinandexternally

Government Agency’s Current Data Archi-tecture

6.5 Analyze and build the technology architecturethatillustratesthecurrentITinfrastructureusedbythevariousapplications,dataandpeople

Government Agency’s Current TechnologyArchitecture

6.6 CurrentArchitectureAnalysis SummaryofImprovementOpportunities


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STAGE7:BuildTargetArchitecture

Item Description

Summary Withthecompletionofthegovernmentagency’scurrentarchitectures,thisstagede-velopsthetargetarchitectures.Asablueprintforthegovernmentagencytorealizeitsgoalsanddesiredoutcomesin3to5years,thetargetarchitecturedefinestheimprovedbusinessandITlandscapes.

Purpose Thepurposeof thisstage is toanalyze,designanddocumentthetargetgovernmentagency’sITandbusinesslandscapes.

Initiation Thecompletionoftherelevantcurrentarchitecturesfromthepreviousstage.


Stage /


7 BuildGovernmentAgency’sTargetArchitectures GovernmentAgency’sRelevantTargetArchitectures

7.1 Define directions for developing target architecturebyanalyzingenvironmental factorssuchasagency’svision/principles,currentarchitecturesetc.

TargetArchitecturedirection

7.2 Analyze and build the target business architecturebased on architecture principles, current businessarchitecture’s analysis result, and current businessarchitecturedeliverables.

Government Agency’s targetBusinessArchitecture

7.3 Analyze andbuild the target application architecturebased on architecture principles, current applicationarchitecture’s analysis result, and current applicationarchitecturedeliverables.

Government Agency’s targetApplicationArchitecture

7.4 Analyzeandbuildthetargetdataarchitecturebasedon architecture principles, current data architec-ture’sanalysisresult,andcurrentdataarchitecturedeliverables.

Government Agency’s targetDataArchitecture

7.5 Analyze and build the target technology architecturebased on architecture principles, current technologyarchitecture’sanalysisresult,andcurrenttechnologyar-chitecturedeliverables.

Government Agency’s targetTechnologyArchitecture


318


STAGE8:DevelopTransitionPlan

Item DescriptionSummary Withthecompletionofthevarioustargetarchitecturesinthepreviousstage,it

isnowimportanttoplanandmanagethetransitionrequiredfromthecurrentlandscapestothedesiredtargetlandscapes.

Purpose Thepurposeofthisstagetomanagethetransitionbetweenthecurrentstatetothetargetstate.

Initiation Thecompletionoftherelevanttargetarchitecturesfromthepreviousstage.


Stage /


8 DevelopTransitionPlan TransitionPlan

8.1 Definetransitionprojects Transitionprojectlist

8.2 Prioritizetransitionprojects Prioritizedtransitionprojectlist

8.3 Createtransitionroadmap Transitionroadmap

8.4 Analyze and document required re-sources and outcomes

Transitionresourceplan

8.5 Obtaininggovernanceapproval Approved transition roadmap and re-sourceplan


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STAGE9:DevelopManagementPlan

Item DescriptionSummary ThisstageisaboutdevelopingtheEAusageandmanagementplanssothatEA

processesandvaluesbecomeanintegralpartoftheagencystandardoperatingprocedures.ToensurecontinuedEAvaluedeliverytothegovernmentagency,itisnecessaryandimportanttoincorporateEAmanagementplansintothegov-ernmentagency.

Purpose The purpose of this stage is to analyze and document the plan in ensur-ing the EA deliverables are accepted and use by the different stakehold-ers in the government agency.

Initiation Thecompletionoftheactivitiesinthetransitionstage.


Stage /Step No


9 DevelopManagementPlan ManagementPlans

9.1 DevelopEAusageplan EAusageplan

9.2 DevelopEAmanagementplan EAmanagementplan

9.3 Obtaininggovernanceapproval ApprovedEAusageandmanagementplans


STAGE10:ExecuteandMaintain

Item DescriptionSummary Thisisthelaststagewhereagovernmentagencyexecutesandmaintainsits

EA.HavingcoveredmanystagesintheEAjourney,thislaststageconcernswithtakingactionstomakethegovernmentagency’sEAintoareality.

Purpose Thepurposeof this stage is to implement the EAartifacts thatweredocu-mentedinthepreviousstages.

Initiation Thecompletionoftheactivitiesinthepreviousmanagementstage.


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Stage /


10 ExecuteandMaintain On-going maintenance of theGovernmentAgency’sEA

10.1 ImplementtheEAUsage&ManagementPlan Nil

10.2 ImplementtheEATransitionRoadmap Nil


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Annex B: NEA System and EAMSGovernmentagencieshavemandatetofulfillanddeliverexcellentservicesconcentratedonaparticularvertical.Thesingle-mindedfocusofthegovernmentagencyindeliveringontheirver-ticalisparamountforsuccessofgovernment.However,thereisaneedforbringingawholeofgovernmentview,notonlyforthecoherencyofgovernmentbutalsotoimproveonefficiencyandeffectivenessacrossallverticals.

TheNEAsystemcanbedefinedasacentralnationalrepositoryuseforthepurposeofcaptur-ingandfacilitatingawholeofgovernmentview.ThegoalsandobjectivesfortheNEASystemislistedbelow.

Goals

ThegoalofthisprojectistobuildandoperateaNEAsystemrepositorythataimedatachiev-ingNEAGoalsandObjectives.ThisisrealizedbycapturingtheinformationoutlinedintheNEAMetamodelcoveringelementsofBusinessandIT.

Objectives

1. ImplementNEArepositorysystemtoassistinwhole-of-governmentITplanning

2. Facilitateidentificationofareasforreuseofservices,components,systemsetc.

3. Capturingthebigpictureofwhole-of-governmentITlandscapeandITassets.

B1. NEA System Overview

Thefollowingsystemcontextisusedtorepresenttherelevantsystemsandthekeyusersfromacontextpointofview,theydonotincludethedetailsregardingtheexacttypeofsystemsbeingusedtoprovidetherequiredfunctionality.Thepurposeofthebelowdiagramistoillustratethepossiblesystems/usersthatispartofthesolution.

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NEA Repository system

Agency User

HTTPS

Agency EA

System

NEA System Admin

API

NEA Meta-Model

HTTPS

CSV

Excel

NEA Member

HTTPS

Public User

HTTPS

NEA Data Analyst

HTTPS

Planning System

ProcurementSystem

BudgetSystem

Audit System

National Project System

API

E Gov Action Plan

BRM ARM DRM

Business Service

Transf Plan IT Project App Systm

Sys Fnct Software Hardware

NEA Maturity Model

Workflow

Service Repository E Forms CRM

Qiyas System

API - Sync

Saudi Portal

Yesser Portal

Existing Yesser Systems

Import

WS

WS

WS

NEA Portal

Figure 14-2: NEA System Context

FollowingarethekeyelementsfromtheSystemContextandtheirpurposeintheNEASystem.

Agency User: -UserfromAgency.

Agency EA System:-EAManagementsystemfromanAgency.

Public User:-IndividualUserswhohasaccesstothepublicinformationinNEARepository

External Systems: TheNEArepositorysystemneedstointeractwithotherexternalsystemstogatherspecific information,suchothersystemsaresystemsrelatedtoPlanning,Budgeting,Procurement,AuditandNationalProjectsetc.

GSB: YesserhasestablishedGSBinordertofacilitateintegrationandexchangeofsharedgov-ernmentdataamongvariousagenciesinterlinkingwithGSB.Consideringdependencyofgov-ernmentservicesthatnecessitateinterlinkingandintegrationofeachagencywithotheragen-ciesinordertodeliveraparticularservice,GSBplaysapivotalroleinfacilitatingbusinessandtechnologyintegrationamonggovernmentagencies

OtherExistingYesserSystems:

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OtherrelatedYessersystemsandtherelevantinformationwithrespecttoNEArepositoryarelistedbelow:

1. ServiceRepository:TheServicerepositoryholdstheinformationregardingthecoreservicesde-

liveredbytheGovernmentAgencies

2. QiyasSystem:Thissystemisusedtomeasurethee-Transformationacrossall thegovernment

agencies

3. EForms:AgenciesutilizetheEFormssystemtorequestserviceslikefundrequestfromYesser

4. CRM:TheCRMsystemforYesser,thesystemisMicrosoftCRM

5. SaudiPortal:ItisthenationalportalofKSA,italsoholdstheinformationregardingServicesof-

feredbygovernmentagencies,inadditiontootherrelevantinformation.

6. YesserPortal:TheportalexposesservicesfromYesserprovidedtothegovernmentagencies.

B2. Agency EAMS

TheEAManagementSystemorEAMSisanimportantcomponentintheNEARepositorysystemcontext.

Most agencieswouldprefer to keep their agency-wide information in anEAMS. Thiswouldmakeitconvenientfortheagencytoextract informationfromitsownEAMSandcontributetowardswholeofgovernmentviewwithintheNEARepository.

TheinformationfromEAMScanbesenttotheNEASystemeitherbyusingappropriateAPI’sorviaexportingdatafromtheEAMSandimportingitintoNEASystem.

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Annex C: NEA Meta-ModelC1. Overview of NEA Meta-model

NEAMeta-modelcomprisesofnationalandagencylevelelements.Thenationallevelelementstrytocaptureinformationforwholeofgovernmentapproachfromstrategic,business,technol-ogyanddatapointofview.Agenciesprovideinformationregardingsimilaraspectsaddressingthescopeatagencylevel.Theelementsarelinkedtogetherstrategicallyaswellastaxonomi-callytoprovideend-to-endvisibilitytothee-Governmentecosystem.

Agency E-transformation

plan

Business service(SRS)IT project

Application system

Data HardwareSoftware

Objectives

DRM ARM

Data Centre

Figure 14-3: NEA Meta-Model

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C2. Objectives of NEA Meta-Model

The primary objective ofNEAMeta-model 1.0 is to define awhole-of-government nationalMeta-modelandtowardestablishingawhole-of-governmentarchitecture.Otherobjectivesareaslistedbelow:

1. Enhancingunderstandingaboutagency’sEAcomponentsandstandardrelatedinformation

2. Proposingnecessaryitemsthatagencyshouldapplyinordertolinkagency’sEAinformationwith

whole-of-governmentNEA

3. Capturingthecurrentarchitectureofwhole-of-governmentatthesametimekeepingitminimal-

isticdemandsforagencies

4. Providingsufficientlinkagestoensureconsistency

5. Flexibilitytoaccommodatemoreelementsinfutureasneedarises.

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C3. NEA Meta-Model Classes

Component Property ItemDomain

Domain Restric-

tionExplanation

Agencye-TransformationPlan

ID ID ID

Name NameNameofAgencye-Transfor-mationplan

Description ContentDetaileddescriptionofAgencyE-transformationplan

PlannedStartMonth

Date

PlannedEndMonth

Date

Budget CurrencyBudgetallocatedforthisPlan

Objective

ID ID IDofObjective

Objective Name Objective

Description ContentDetaileddescriptionofObjective

RelateditemsAgencye-TransformationPlan

Agencye-Transfor-mationPlanID

RefID

ITProject

Name Name NameofITproject

Description ContentDetaileddescriptionofITproject

MoFProjectcode

Code MoFProjectcode

Type Enum

Consultation

Development

Purchasing

Maintenance&Operation

Licensing

OthersAllprojecttypesratherthantheabove

⋅Othertypes ContentDetailedcontentsincaseITprojecttypeisothers

Status Code

Inpreparation

Ongoing

Close

327



Domain Restric-

tionExplanation

StartmonthMonth/Year

MM/YYYY

Projectstartmonth/yearinGregorian

Ex)05/2013

EndmonthMonth/Year

MM/YYYY

Projectendmonth/yearinGregorian

Ex)05/2014

ProjectOwner Ex)Yesser,MCIT,etc.

RelateditemsAgencye-TransformationPlan

Agencye-Transfor-mationPlanID

RefID

Objective ObjectiveID RefID

Applicationsystem

Name Name

NameofAppsystem

Ex)ERPsystem,HRsystem

Introductionmethod

Enum

Purchase

ClassificationofApp,sys-tem’sintroductionmethod

Disseminationfromotheragencies

OutsourcingDevelopment

Self-Development

Others

⋅Othermethods

ContentDetailedcontentsincaseintroductionmethodisothers

Purpose Content

Objectiveofcommonsystem’sintroduction

⋅reasonforbeingdevel-oped,forwhichbusinessitwasdeveloped,etc

DevelopmentYear

Year YYYY

InitialdevelopmentyearofApplicationsysteminGregorian

Ex)2010

Developmentlanguage

Code

Java

ProgrammingLanguageorDevelopmenttoolusedtobuildthisapplication

C,C++,.net

OracleDeveloper/ADF

PHP

Others

DevelopmentLanguageVersion

VersionDevelopmentLanguageVersion

328



Domain Restric-

tionExplanation

Otherlan-guages

ContentsDetailedcontentsincaseDevelopmentlanguageisothers

ApplicationDomain

Enum

AcquisitionManagement

CustomerService

EmergencyManagement

FinancialManagement

GrantsManagement

WorkforceManagement

HumanResourceManage-ment

Legal

PhysicalSafety

PropertyandAssetManage-ment

SecurityManagement

SystemsManagement

ApplicationUserInterface

Enum

WebBasedApplication

WindowBasedApplication

Others

TypeofSer-viceDelivered

Enum

CoreBusinessServices

SupportiveBusinessServices

InternalUseOnly

⋅RelatedLaw NameThenameofApp.systemrelatedLaw

Totaldevelop-ment cost

Number SAR

TotalcostofApp.systemdevelopmentexcludinghardwareandsoftware

Ex)100,000SAR

Annualmain-tenance cost

Number SAR

TotalcostofApp.systemmaintenanceexcludinghardwareandsoftwaremaintenance

Ex)100,000SAR

329



Domain Restric-

tionExplanation

CloudPlan Enum

Yes

WeatherApp.systemhascloudplanornot

No

Alreadyadopted

Don’tknow

Relationships

Data

Name

Hardware

Name

Software

Name

ITproject

Name

Busi-ness ser-vice

Name

Hardware

Name

Type Enum

Server

Typeofintroducedhard-ware

Storage

Securitytool

BackupTool

Others

⋅Othertypes Content

Writingdownrelevantde-tailedcontentsincasethetypeofhardwareisothers

Ex)L4switch,Scanneretc.

330



Domain Restric-

tionExplanation

Hardware

⋅Detailedtypeofhardware

Enum

Serv-er

Unix

NT(Windows)

Linux

Mainframe

Others

Stor-age

SANStorage

NASStorage

Others

Secu-ritytool

Firewall

IPS/IDS

VPN

DDos

Others

Back-up Tool

Tapelibrary

VTL

Others

Oth-ers

Vender Enum

HP

Nameofhardwaremanu-facturer(writingdownmanufacturer’sname,notsupplier’sname)

IBM

SUN

FUJITSU

DELL

HITACHI

INTEL

EMC

HITACHI

BROCADE

McDATA

ADIC

Overland

Quantum

Others

Modelname NameNameofhardwarenamedbyitsmanufacturer

331



Domain Restric-

tionExplanation

Hardware

OSname Enum

AIX

NameofOSloadedinhardware

Linux

Windows

HPUnix

Solaris

Others

⋅OtherOSnames

ContentWritingdownOSnameincaseOSnameisothers

Introductionyear

Year YYYY

Writingdowntheyearwhenthemachineisin-stalledinGregorianyear

Ex)2009

BusinessSeverity

Enum

MissionCritical

Critical

Medium

Low

Totalcost Number SAR

Totalcostofthehardwareinstallation

Ex)100,000SAR


Number SAR

Thecostofhardwarean-nualmaintenancecost

Ex)100,000SAR

Software Name Name

Softwaremeanscommon use or sharingsoftware

⋅inputtingitwiththeformof‘hard-warename_soft-warepurpose’

Ex)ERP_DBserver_DBMS,ERP_DBserver_WAS,etc.

332



Domain Restric-

tionExplanation

Software

Type Enum

Operatingsystem

WEB/WAS

Middleware

DBMS

Modelingtool

Graphictool

Mail

VirusVaccine

Others

⋅Othertypes Content

Vender Enum

CentOS

Nameofsoftwaremanu-facturer(writingdownmanufacturer’sname,notsupplier’sname)

Ex)Oracle

HP

IBM

Microsoft

RedHat

Oracle

SUSE

VMware

Apache

MySQL

SAP

PostgreSQL

Others

NameofSW Name

Nameofsoftwarenamedbyitsmanufacturer

Ex)OracleDBMS10g

Introductionyear

Year YYYY

WritingdowntheyearwhentheSWisinstalledinGregorianyear

Ex)2009

Totalcost Number SAR

TotalcostoftheSWinstal-lation

Ex)100,000SAR


Number SAR

ThecostofSWannualmaintenancecost

Ex)100,000SAR

333



Domain Restric-

tionExplanation

Software

LicensePolicy Code

User

Software’slicensemanage-mentpolicy

CPU

Server

Site

SimultaneousAccess

Others

Otherlicensepolices

ContentRelevantdetailedcontentsincaselicensepolicyisothers

Numberoflicense

Number

Data

Name Name

Nameofdata

⋅Itisa‘dataentity’whichrepresentsadatasubjectfromthecommondatamodelthatisusedintheconceptualorlogicaldatamodel.(SeeAppendix)

Description Contents

Type EnumStructured

UnStructured

334



Domain Restric-

tionExplanation

DataDataClassification

Enum

Location,

Pollution,

OverseasSaudi,

TrafficInformation,

Weather,

Law,

Licensing,

Policy,

Individual,

PublicOfficial,

Resident,

Umrah&HajVisitor,

RelationshipbetweenIndi-vidual&Organization,

Organization,

PoliticalService,

NationalService,

Document,

Patent,

Library,

Statistics,

BookCategories,

NaturalResources,

MovableAsset,

HumanResources,

Realestate,

Budget,

Accounting,

TangibleAssets,

IntangibleAssets

335



Domain Restric-

tionExplanation

Data Centre

Name Name Nameofdata

⋅Itisa‘dataentity’whichrepresentsadatasubjectfromthecommondatamodelthatisusedintheconceptualorlogicaldatamodel.(SeeAppendix)

Classification Enum Tier1

Tier2

Tier3

Tier4

Location Name

Table 14-26: NEA Meta-Classes

Component Property Item DomainDomain

RestrictionExplanation

Business

service

AgencyName Name

Nameofbusinessservice Name

Businessservicedescription Content

ServiceNumber Text

ServiceOutput Name

Table 14-27: NEA business service Meta-Class

336


Annex D: e-Government Transformation PlanD1. Mandates of A Government Entity

Everygovernmentagency in theKSAhas specificmandates to fulfill for instance thee-GovernmentprogramofYesserwasfoundedsincethegovernmentofKSAattachesgreatimportancetotransformationtoe-Government,duetotheenormousbenefitsofe-Gov-ernmentconceptstothenationaleconomy.

RoyalDecree (133)dated21/05/1424assigned responsibility towardsmanagement,planninganddevelopmentoftheCITsector,includinglaunchinge-Government,toMinistryofCommunicationandInformationTechnology(MCIT).

RoyalDecree(7/B/33181)dated10/07/1424HreferredtoMCITtheresponsibilityofestablishingaplantodelivere-Governmentservicesandprocurementofnecessaryresources.

WhichresultedintheformulationofYesserasanentitywithmandatesthatitneedstodeliveron.Basedonthisanentitywouldestablishtheirvision,missiongoalsandobjectives.

D2. Strategic e-Government Transformation in an Agency

“StrategicManagementistryingtounderstandwhereyouwillfitintomorrow’sworldandde-cidingwhereyouwanttobeand–gettingthere”:-JackWelch

Thebusinessstrategytriestoanswer3to4fundamentalquestions:

• Whomtoserve?-WHO

• Whattooffer?-WHAT

• Howtoserve?-HOW

• WhoshouldServe?–BYWHOM

337


TheWHOandWHATarepartofbusiness strategyand isdictatedby thegovernmentagencymandates.HOWandbyWHOMisaddressedbymeansofstrategicmanagement.ThebusinessStrategyandstrategicmanagementareguidedbyVision,MissionandObjectivesofthegov-ernmentagencyandtheNationalStrategyandSaudie-Governmentactionplans.

Soitisexpectedthatanagencyhasabusinessstrategy,capturedbytoolslikebalancescorecard, strategicmanagement (and implementation) captured by tools like value chain or 7sframework.

InorganizationsthathaveasizableandmatureITdivisionwoulddeveloptheirownITstrategyinlinewiththeBusinessStrategyoftheagency.

Thediagrambelowdescribesthevariouscomponentsofstrategymanagementinanorga-nization.

338


Agency Mandates

MissionVision Objectives

Business Model Today Business Model Tomorrow

Business Strategy

IT Strategy

National Strategy & e- Government

Action Plan

Bala

nce

Scor

e Ca

rdVa

lue

Chai

n

Figure 14-4: Components of Strategic Management in government agency

D3. Overview of e-Government Transformation Plan

Thee-GovernmentTransformationPlanisaroadmapfortheagencytotransformfromthecur-rentstatetoanorganizationallyoptimizedandseamlesslyintegratedbusinessfunctionsandpro-cessessupportedbyanefficientICTcapabilityusingEnterpriseArchitectureMethodology.Theultimateobjectiveoftheplanistohelpthegovernmentagenciesbecomemorecitizen-centered,servicefocused,efficient,processdrivenandresultoriented.Theplanmainlyfocusesonimprov-inggovernmentprocesses,connectingtocitizens(throughe-Services)andbuildingstandardinter-actions/integrationswithinandacrosstheagencies.

339


D4 How to use NORA for developing e-Government Transformation Plan

Theorganizationisrequiredtomapitscurrentandfuturearchitecturestatesinrelationtothebusinessand ITperspectivesandsubsequentlyprepareanarchitectureroadmapand imple-mentationgovernancethatclosesthegapbetweenthetwostates-inotherwords,ablueprintoftheorganization’sICT-enabledbusiness.

ByutilizingNORAtheagencyproducesthefollowingdeliverables:

• CurrentArchitecture–Bycompletingstage6ofNORA(BuildCurrentArchitecture)

• TargetArchitecture–Bycompletingstage7ofNORA(BuildTargetArchitecture)

• Analysisthatidentifiestheshortfallsofthecurrentstateintermsofitsabilitytosupporttheobjectivesandstrategiesofthebusiness,withrespecttofuturestate(PartofStage6andStage7ofNORA)

• TransformationPlan(i.e.e-GovernmentStrategicTransformationPlan)thatdefinestheinitiativesrequiredtomigratefromthecurrentstateintothefuturestate.Thisisdeliveredaspartofstage8ofNORA.

340


Agency Mandates

MissionVision Objectives


Business Strategy

IT Strategy

National Strategy & e- Government

Action Plan

Transformation Plan

Bala

nce

Scor

e Ca

rdVa

lue

Chai

n

Figure 14-5: Linking strategy and e-Government transformation

TheactivitiesthatneedtobeperformedincarryingoutthisexerciseisnotexactlyITdriven,itislinkeddirectlytogovernmententitymandates,NationalStrategyandActionPlans,businessstrategyandstrategymanagementofthegovernmententity.Thisalsoimpliesthattheade-quateinvolvementofnotonlyexecutivesoftheagencybutalsothestrategicandoperationalstakeholdersareneededaswell.Figure14.5illustratesthelinkageofe-Transformationplanwithcomponentsofstrategywithintheagency.

341


D5. Relevant Artifacts for e-Government Transformation

Theagencye-GovernmentTransformationplancomprisesartifactsthatrepresent:

• CurrentStateEnterpriseArchitecture

• ArtifactsrelatedtoCurrentBusinessArchitecture

• ArtifactsrelatedtoCurrentApplicationArchitecture

• ArtifactsrelatedtoCurrentDataArchitecture

• ArtifactsrelatedtoCurrentTechnologyArchitecture

• FutureStateEnterpriseArchitecture

• ArtifactsrelatedtoFutureBusinessArchitecture

• ArtifactsrelatedtoFutureApplicationArchitecture

• ArtifactsrelatedtoFutureDataArchitecture

• ArtifactsrelatedtoFutureTechnologyArchitecture

• Analysisthatidentifiestheshortfallsofthecurrentstateintermsofitsabilitytosupporttheobjectivesandstrategiesofthebusiness,withrespecttofuturestate.

• Artifacts that listsnew ideas,gapsandopportunities for improvement inBusiness,Application,DataandTechnologyDomains

• TransformationPlan(i.e.e-GovernmentStrategice-TransformationPlan)thatdefinestheinitiativesrequiredtomigratefromthecurrentstateintothefuturestate.

• ArtifactthatRepresentse-GovernmentTransformationPlan,whichcompriseoflogi-callygroupedprojectslinkedtotheabovelist,theirprioritiesandtheirrespectivetimelines.

342



Transformation Plan

Business

Applications

Data

Technology

Business

Applications

Data

Technology

NORA

EA P

ract

ice

Figure 14-6: Relevant artifacts for e-Government Transformation Plan

Thee-GovernmentTransformationPlancompriseofasetofNORAArtifactsandNORAWorkProducts,artifactsaretheenddeliverablesfromaNORAstage,whereasworkproductsaretheinterimdocumentationordatacollectedorreportsmadewhilecreatingthosedeliverables.

Thebelowtableshowstheexhaustivelistoftheartifactspartofthee-GovernmentTransforma-tionPlan.

343


NORA Stage NORA ArtifactsNORA Work

Products

DevelopEAStrategy,DevelopEAProjectPlanandAnalyzeCurrentState.

EAStrategy Agency’sVision,Mission,ObjectivesandInitiatives.

SWOTAnalysis AgenciesITProjectList

CurrentITLandscape

DevelopEAFramework AgenciesEAMission,Vision,Objectives

AgenciesArchitecturePrinciple

AgencyPRM,BRM,ARM,DRM,TRMwhereverapplicable

BuildCurrentArchitectureandTargetArchitecture

OrganizationChart

BusinessFunction

BusinessProcess

ServiceCatalogue


ApplicationOverview

ApplicationCatalogue

ApplicationFunction

ApplicationRelationship


DatamodelOverview

DataflowDiagram

DataLogicalDiagram

DataDictionary

DatabasePortfolioCatalogue


InfrastructureOverview

InfrastructureDescription

HWandSWCatalogue

BuildCurrentArchitecture,TargetArchitectureandBuildTransitionPlan

CurrentArchitectureAnalysis ListofImprovementIdeasorGapAnalysisDirectionsforTargetArchitecture

TargetBA,AA,DA,TA

PrioritizedProjectList

ProjectRoadmap

TransitionPlan

Table 14-28: List of artifacts for e-Government Transformation Plan

344


D6. Exhaustive list of e-Government Transformation artifacts

Theexhaustivelistofartifactsthatareofuseinbuildingthee-GovernmentTransformationplanislistedbelow,althoughallofthemarenotmandatorybutitdoeshelpinconstructingabetterpictureandhencetoplanbetter.1. Vision2. Message/Mission3. StrategicGoals4. Risks&Challenges5. Stakeholders6. Values&Principles7. ConceptualModel8. OrganizationalStructure9. Services10. Processes11. BusinessRequirements12. BusinessGaps13. ListingApplications14. ListingApplicationsModules15. RelationsbetweenApplications16. ApplicationsRequirements17. ApplicationsGaps18. DataEntities19. RelationshipsbetweenDataEntities&Applications20. RelationshipsbetweenDataEntitiesandBusinessStructure21. MethodsofDataManagementanditssecurity22. DataRequirements23. Data Gaps24. ListingTechnologyComponents.25. TechnologyReferencesDefinition.26. ReferencesofTechnologysecurity.27. RelationshipsbetweenTechnologyComponents&InformationSystems.28. TechnologyInfrastructureRequirements29. CountingTechnologyGaps30. GapsListing31. Definitionofinitiativesandfutureprojects32. RoadmapforTransformation

345


Annex E: NEA EA maturity modelTheNEAmaturitymodeliscomposedoffourareascoveringthemostimportantaspectsoftheArchitecturepractice:

• Architecturedevelopmentarea

• Architectureprocessarea

• ITInvestmentandacquisitionstrategyarea

• EnterpriseArchitecturearea

Architecture development area

• Description:IsthearchitecturedescribedandhowelementsofbusinessandIT(applica-tion,dataandtechnology)arecollectedandrepresentedinalandscape.Howallofthisislinkedtotheagency’sstrategyandbusinessobjectivesandisitanalyzedtoimprovethecurrent state

• Rationale:AllagenciesmusthaveaformaldescriptionoftheirITandBusinessbasedoninventoriesandcatalogsalongwithdependenciesbetweenthiselementsanditsstrategy.ThisdescriptionenabletheagencytoanalyzeandimproveitsITtoalignitwithBusinessandStrategy

346


Level Assessment guide

Initial

(Level1)

QuestionHasAgencyconductedanenumerationofexistingBusinessrelatedtoServices,BusinessProcesses,BusinessFunctions,andOrganiza-tionalStructureetc.?

Stakeholder Business

Description

AgencyhasasharedandcentraldescriptionofbusinesselementsrepresentedascatalogueordiagramsuchasValueChain,Orga-nizationchart,Businessprocesses;Detailedbusinessfunctionsandservices.Thesedescriptionscouldhavebeenproducedinanarchitectureorprojectactivity

Activity

Theagency(andITdivision)captureandcollectinformationaboutbusinessfunctionandprocesses

Theagencycentralizeandsharethisbusinessdescriptionandlandscape

Thedescriptionmustbeupdatedregularly

LinktoNORA Stage6BuildCurrentArchitectureStep6-2

ArtifactsOrganizationChart,BusinessFunction,BusinessProcess,ServiceCatalogue

Underdevelopment

(Level2)

QuestionHasAgencyconductedanITenumerationandcollectedinformationofApplications,DataandTechnologycomponents?

StakeholderIT-Application

IT-Infrastructure

Description

ThereisaninventoryorcataloguesofITelementsuchasappli-cations,modules,databases,tables,servers,andsoftwareandnetworkelements.Thisinventoryiscentralizedandsharedwithstakeholdersandupdatedregularly

Activity

Theagency(andITdivision)mustcaptureandcollectinformationaboutITapplications,dataandinfrastructuresTheagencymustcentralizeandsharethisITdescriptionandlandscape Thedescriptionmustbeupdatedregularly

LinktoNORA Stage6BuildCurrentArchitectureSteps6-36-4and6-5

Artifacts

ApplicationOverview,ApplicationCatalogue,ApplicationFunction

ApplicationRelationship,DatamodelOverview,DataflowDiagram

DataLogicalDiagram,DataDictionary,DatabasePortfolioCata-logue,InfrastructureOverview,InfrastructureDescription,HWandSWCatalogue

347


Defined

(Level3)

QuestionHastheagencyanalyzedissueswiththeBusinessdeliveryorITinfrastructuresoastoimprovethem?

Stakeholder

Business

IT-Application

IT-Infrastructure

DescriptionTherehasbeenanassessmentofthecurrentsituationintermofbusinessandITwithgapanalysistoidentifyareasofimprove-ments

ActivityTheagencymustconductgapanalysisbasedonthebusinessandITdescription Theagencymustidentifyissueswiththecurrentsituation.

LinktoNORA Stage3AnalyzeCurrentState

Artifacts

CurrentITAnalysis,BusinessProcessRe-Engineeringdocu-ments,DocumentsrelatedtoTargetITstateforApplications,Data,Technologyetc,PrioritizedProjectList,ProjectRoadmap,TransitionPlanetc

Utilized

(Level4)

QuestionHasAgencyestablishedlinkagesanddependencyamongAgency’sVision,Mission,Objectives,BusinessandIT

Stakeholder

Business

IT-Application

IT-Infrastructure

Description

TheagencyhasmappedtheITwithbusinesselements(forex-amplemappingbusinessprocesseswithITapplicationsanddataentities).FurthermoreAlinkagehasbeenestablishedbetweenstrategycomponentandbusinesselement

Activity

Theagencymustlinkbusinessprocesseswithstrategicgoalsandobjectives TheagencymustlinkbusinesselementwithITcomponentimplementingthem

LinktoNORA Stage6BuildCurrentArchitectureSteps6-2,6-3,6-4and6-5

Artifacts

AgencyMeta-Model,

ArtifactsorreportsthatshowthelinkagefromBusiness,Ap-plication,Data,Technology.

348


Optimized

(Level5)

QuestionDoestheAgencycontinuouslyimproveontheusageofBusinessandITlandscapeviews?

Stakeholder

Business

IT-Application

IT-Infrastructure

DescriptionForexampletheseviewsareconsistentlyconsumedandim-provedforplanning/development/executionofprojectsandprograms.

Activity

TheagencymustmeasuretheusageofBusinessandITlandscapeviews TheagencymustdefineanimprovementactionplanfortheusageofBusinessandITlandscape

LinktoNORA Stage-7BuildTargetArchitecture

Artifacts ImprovedandupdatedBusinessandITlandscapeartifactslist.

Table 1429: EA maturity Architecture Development Area

Architecture process area

• Description:TowhichextentArchitectureprocessesaredefined,appliedandoptimizedandhowtheyareintegratedwithITprocesses

• Rationale: Theagencymust integrate architecture in its ITprocesses likeProjectManage-ment,SDLCandChangeManagementanddefinehowarchitecturedocumentsandartifactarecreated,maintainedandmanaged.Theagencymustalsointegratearchitecturedeliver-ablesandrequirementsinITProcurementandProjectprocesses

349



Initial

(Level1)

Question Hastheagencydevelopedaplantodefinearchitectureprocesses?

Stakeholder Business

IT-Application

IT-Infrastructure

Description Theagencyisawareoftheimportanceofarchitectureprocessesandthushasdefinedaprojecttodefinetheseprocessesinitsannualac-tionplan

Activity TheagencyshouldhavedonepresentationandtrainingonArchitec-ture processes

TheannualactionplanshouldincludeArchitectureprocessesdevel-opment

LinktoNORA Stage2DevelopEAProjectPlan

Artifacts ITAnnualActionPlan

Under

development

(Level2)

Question Agencyisdevelopingprocessesforcreatingandmaintainingdocu-mentsthatdescribesBusinessorITArchitecture.

Stakeholder IT-PMO

IT-QualityandProcesses

Description Theagencyisdevelopingthefollowingbasicprocesses:

• CreationofITArchitecture

• CreationofBusinessArchitecture

• MaintainingofITArchitecture

• MaintainingofBusinessArchitecture

• Identifyingstakeholders,activities,rulesandcycleforeachprocess

Activity Theagencymusthaveacurrentprojecttodevelopprocessesforcreat-ingandmaintainingBusinessandITdescriptions Theagencymustshowinitialarchitectureprocessevenifitisnotdeployedandusedinacoherentway

LinktoNORA ContinuousGovernance

Stage9DevelopManagementPlan

Artifacts SDLCprocessdocumentation,ITpoliciesdocumentation,CorporateGovernancepoliciesandprocesses.ITDivisionorganizationChart.AgencyOrganizationChart,ServiceCatalogueetc.relevantRACImatrix

350


Defined

(Level3)

Question SelecttheprocessesAgencyhasdefinedformanagingarchitecture

[]ArchitectureChangeManagement

[]Architecturewaiver/exceptionprocess

[]ArchitectureDevelopmentProcess

Stakeholder IT-PMO


Description Theagencyhasdefinedclearlyandimplementedthefollowingpro-cessestomanagearchitecturedeliverables:

- Architecturedevelopmentprocess:OnhowtocreateBusinessandITartifactsanddeliverables

- Architecturechangemanagement:Onwhoisresponsibleandhowtomaintainandupdatearchitectureartifactsanddeliverables.ThisshouldbelinkedtoProjectSDLC

- ArchitectureWaiver/Exception:OnhowtodefineandenforceITandbusinesstargetarchitectureandstandardsthroughouttheprojectsandwhentoacceptexceptions

Activity Theagencymusthaveprocessdocumentationforthedefinedprocess Theagencymustprovethattheprocessareappliedanddeployed Theagencymustconfirmthattheprocessiscoherentlyusedthrough-outitsactivities

LinktoNORA ContinuousGovernance Stage9DevelopManagementPlan

Artifacts ArchitectureChangeManagementprocessdocumentation

Architecturewaiver/exceptionprocessdocumentation

ArchitectureDevelopmentProcessdocumentation

351


Utilized

(Level4)

Question Agencyhasclearlydefinedagencywideprocessesfor

[]ArchitecturePerformanceManagement

[]ITProcurementProcessManagement

[]ArchitectureCapabilityManagement

[]ArtifactReleaseManagementProcess

Stakeholder IT-PMO


Description Theagencyhasdefinedclearlyandimplementedthefollowingad-vancedprocesses:

- Artifactreleasemanagement:tomanagethereleaseprocessofarchitectureartifacts

- Architecturecapabilitymanagement:tomanagehowarchitecturetasksandactivitiesaredoneandwhoisresponsibleofthem

- Architectureperformancemanagement:todefinewhataretheKPIsthearchitectureshoulddefineandhowtheyarecollected

- ITProcurementprocessmanagement:Howtheprocurementprocessisimpactedbyarchitecturestandardsanddeliverables

Activity TheagencymustproduceprocessdocumentationforthedefinedprocesswithaclearRACImatrix Theagencymustprovethattheprocessareappliedanddeployedthroughmeetingminutes,deliverablesandactionplans Theagencymustconfirmthattheprocessiscoherentlyusedthrough-outitsactivities


Artifacts ArchitecturePerformanceManagementProcessdocumentation

ITProcurementProcessdocumentation

ArchitectureCapabilityManagementProcessdocumentation

ArtifactReleaseManagementProcessdocumentation

352


Optimized

(Level5)

Question TheArchitectureprocessesareoptimizedandcontinuouslyimprovedbasedonqualitymetrics

Stakeholder IT-PMO


Description Theagencycapturesarchitecturequalitymetricsandusethemtoimprovearchitectureprocessesalreadydefinedandtooptimizethemforbetterresults

Activity TheagencymusthavedefinedqualitymetricsforArchitectureprocesses Theagencymustsuperviseandcontrolthesemetricstoensureprocessesarewelldeployed TheagencymusthaveanimprovementactionplanforArchitectureprocesses


Artifacts Architectureprocessesdocumentation.ArchitectureKPIdocumen-tation,ArchitecturePolicydocumentation,architecturegovernancedocumentation.ShowingcontinuesimprovementmatricesandKPIsandrelatedprocess.

Table 1430: EA maturity Architecture Process Area

IT Investment and acquisition strategy area

• Description:TowhatextentdoestheEnterpriseArchitectureinfluencetheITprocurement(orproject)andacquisitionstrategy

• Rationale:AllplannedITacquisitionsandpurchasesareguidedandgovernedbytheEA.RFIandRFPevaluationsareintegratedintotheEAplanningactivities.AllITinvestmentshavetobeperiodicallyevaluatedbasedonKPIs.

353



Initial

(Level1)

Question DoestheorganizationrecognizesITprocurement(orproject)strat-egyorhasaplantoestablishit?

Stakeholder IT-Procurement IT-PMOandProjects

Description TheagencyisawareoftheimportanceofdefiningITprocurementandprojectstrategyinalignmentwiththeireTransformationplan

Activity TheagencyshouldhaveaplantodefineITprocurementstrategy


Stage10ExecuteandMaintain

Artifacts ITprocurement(orproject)strategy

Under

development

(Level2)

Question DoesITdivision(oroperationunit)havethestandardtemplatesofITprocurement(orproject)suchasRFI,RFP?

Stakeholder IT-Procurement IT-PMOandProjects IT-QualityandProcesses

Description TheITdivisionintheagencyhasdefinedastandardtemplateforITprocurementandprojecttomakesurethereisastandardizedwayforconductingprocurementandprojects

Activity TheagencymusthavedefinedstandardtemplateforRFI,RFP…etc. ThestandardtemplatesmustbecommunicatedthroughouttheITdivision Thestandardtemplatesshouldbeusedconsistentlyforallprojects

LinktoNORA ContinuousGovernance Stage10ExecuteandMaintain

Artifacts StandardtemplateforRFI,RFP

354


Defined

(Level3)

Question DoITdivision(oroperationunit)haveITprocurement(orproject)standardguidelinesforanagency?



Description TheagencyhasdefinedastandardguidelineforItprocurementandprojectbasedonthearchitectureprinciples,standards,rulesandguidelinestomakesurethatallinvestmentsarealignedwiththetargetarchitecture

Activity TheagencymusthavedefinedastandardguidelineforITprocure-mentandprojectinaccordancewitharchitecture Theagencymustcontrolthatthestandardguidelineisappliedconsistently


Stage10ExecuteandMaintain

Artifacts ITprocurement(orproject)guideline

Utilized

(Level4)

Question AreallITprocurement(orprojectactivities)alignedwiththeplan(procurementorITtransformationplan)andevaluatedregularlybasedontheperformanceindicators?

Stakeholder IT-Procurement

IT-PMOandProjects

IT-Strategy

Description TheagencycontrolsprocurementandprojectactivitiestomakesuretheyarealignedwiththeTransformationplan.Performanceindica-torsoftheplanareusedtoevaluatethesesactivitiestomakesuretheycontributepositivelytotheplan

Activity TheagencymusthavedefinedperformanceindicatorsfortheTrans-formationplan TheITprocurementandprojectactivitiesarealignedwiththeTrans-formationplan TheagencyevaluateshowtheITprocurementandprojectactivitiescontributetotheperformanceindicators


Artifacts ITprocurementplan(orITtransformationplan)withITperformanceindicators,ITperformanceevaluationresult.

355


Optimized

(Level5)

Question DoallITprocurement(orprojectactivities)arecontinuouslyim-provedbasedonperformanceresults?


Description Theagencychecksperformanceresultsandusethemtocontinu-ouslyimprovetheITprocurementandprojectactivitiestooptimizethemsotheycancontributeactivelytothetransformationplan

Activity TheagencymusthavedefinedperformancemetricsforITprocure-mentandprojectactivities Theagencymustsuperviseandcontrolthesemetricstoensureprocessesarewelldeployed TheagencymusthaveanimprovementactionplanforITprocure-mentandprojectactivities


Artifacts ITprocurement(orproject)performanceevaluationresult.

Table 1431: EA maturity IT Investment & Procurement Strategy Area

Enterprise Architecture Area

• Description:ThefocusinthisareaistheEApracticeandtowhichextenditisimplementedandusedintheagencyintermofsponsorship,organization,skills,toolsandbenefits.

• Rationale:EachagencymustdefinetherightEAorganizationwithahighsponsorship,ahighskillspool,therighttoolwitharelevantusage.Basedonallofthis,theEApracticeanddeliverablesmustdriveandhighlyimpacttheETransformationPlan

356



Initial

(Level1)

Question DoestheorganizationhaveanEAFunction?

ODonothave

Oasaroleassigned

Oasanorganizationunit

Oplanninginthefuture

Stakeholder IT-EA

Description TheagencyhasdefinedanEAfunctionthroughdifferentmeasures:

- Aroleassignedtoanexistingfunctionintheorganization

-Aspecificorganizationunitwithdefinedrole,tasksandresources

-Amajororganizationwithadequatebudget,resourcesandplan

Activity TheagencyhasdevelopedanEAvisionandstrategy TheagencyhasidentifiedandappointedaChiefEnterpriseArchitectandhasidentifiedresourcesrequirement TheagencyhasdefinedtheroleandresponsibilitiesofEnter-priseArchitecture

LinktoNORA Stage2DevelopEAProjectPlan ContinuousGovernance

Artifacts Decreeororganizationalstructure

357


Underdevel-opment

(Level2)

Question TowhatextentdoesthehighmanagementembracingtheEAfunction?

OCIO

OSteeringCommittee

OITdirector

OCEO

ONA

Stakeholder IT-CIO

Description ThelevelofcommitteemenofthemanagementtoEAfunc-tionistobeprovenbythepositioningofEAintheorganizationchartandbytheawarenessandinvolvementofthemanage-mentinEAcommittees

Activity TheagencyhasestablishedandEAGovernanceCommittee ThestakeholdersintheCommitteeinvolveBusinessandMan-agementstakeholders TheChiefEnterpriseArchitectisamemberofITand/orbusi-nesssteeringcommittees


Artifacts OrganizationalStructure,showingwhomtheEAreportsto.Reportorlettersentto/fromEAtowhoeverEAreportsto.

Defined

(Level3)

Question HowmanyemployeeshavebeentrainedonEArelatedtopic(Togaf,Zachman,FEAF,EATool,otherEATraining)

Stakeholder IT-EA

Description UsingexcelsheettouploadtheEATrainingundertakenbythelevelofemployee(Management,IT,Business...)

Activity TheagencyhastrainedtheEAteamandotherteams(IT,Busi-nessandmanagementteams0areinformedandawareoftheEAprogramandactivities Theagencyemploysinternallyandexternallyanumberofcerti-fiedprofessionals


Artifacts

358


Utilized

(Level4)

Question TowhatextendistheEAToolisusedintheorganization.

ONoTool

OUsedbyITDivision

OUsedbyEAOffice/Team/Members

OUsedbyBusinessDivision(CXOs)

Stakeholder IT-EA

Description TheEAtoolisacentralrepositoryforEAartifacts(Catalogues,matrices,diagrams…etc.)usedformodeling,sharing,commu-nicationandchangemanagementneeds.TheEAtoolistobeusedbyallstakeholdersinEAprocesses

Activity TheagencyhasdeployedandEAtoolandrepositorytomanageEAartifactsandmodels ThetoolisusedbyITandBusinessdivisions Theinformationinthetoolareregularlyupdated Thecontentoftherepositoryissharedandcommunicatedandisthebaseofdecisionmaking


Artifacts

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Optimized

(Level5)

Question TowhatextentdoestheagencydependonEAwhenestablish-ingE-Transformationalplan?

OHavetransformationplanestablishmentwithoutEAinvolve-ment

OETransformationcommitteeusesEAartifactsasoneoftheinput.

OEAmemberispartofETransformationplancommittee

OEtransformationplanisheavilydependentonEATransitionplan

Stakeholder IT-EA IT-PMO IT-CIO

Description TheEAfunctionparticipateintheE-Transformationplaneither:

-ByprovidinginputintermofEAArtifactsandDeliverables

-BybeingpartoftheE-TransformationPlanCommitteeandthusparticipatingindecisionmaking

-BybeingamajorcontributortotheE-Transformationplan

Activity TheagencyidentifiesinvolvesEnterpriseArchitectureteamintheE-Transformationplancommittees TheE-TransformationplandeliverablesarebasedonEAactivi-tiesdeliverables ThemainrequirementandinputoftheE-TransformationplanaretheEArepositoryanddeliverables

LinktoNORA Stage2DevelopEAProjectPlan ContinuousGovernance Stage10ExecuteandMaintain

Artifacts EATransitionPlan,TransformationPlan,Decreefortheteamandresponsibilities,ProofofEAartifactsusedinbuildingtheETransformationplan.

Table 1432: EA maturity EA Area

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EA Maturity Model Guidelines

Inordertomakesurethequestionnaireiswellunderstoodbytheagencies,someguidelinesarepresentedbelowintheformatofFrequentlyAskedQuestions.

Question Answer

WhoissupposedtoanswertheNEAMaturityModelAssessmentquestionnaire?

TheNEAMaturityModelassessmentcoversmanyprocessesandaspectsofITmanagementandarchitecture.Manystakeholdersshouldbeinvolvedinansweringit.Thisincludesbutisn’tlimitedtoCIO,Enterprisearchitect,IT architect, Technical architect, Data specialist, Performance manager,programorprojectmanager.Thestakeholderofeachquestionindicatesthemostadequateroletoanswereachquestion

Arethereanyprerequisitestoconducttheassessmentandtounderstandthequestions?

ThemostimportantprerequisiteisunderstandingITandarchitectureter-minologypreferablybasedonNEAandNORAandtohavethenecessaryknowledgeabouttheagency’sarchitecture,processesanddocuments

Istheassessmentspecifictoaperiodoftimeorisitgeneric?

Theassessmentisconductedeveryyearconcerningthecurrentsituation.Nevertheless, you are advised to keep track of last year’s answers andscoretocomparewithandmakesurethereisprogressoveryears

Whatarethebenefitsfromconductingandparticipat-ingtotheassessment?

Multiple benefits are to be drawn from conducting the assessment: -ComparingtootheragenciesintermofEnterpriseArchitectureMaturity - Comparing to last years to track progress in Architecture practice -DefineanimprovementactionplantomeetwithNEAandglobalstandards

WhatistheproperuseoftheNEAMaturityModelassessmentresults?

Basedon theglobal scoreand thespecificanswers, thereshouldbeanaction plan tomake improvement possible and to progress in the nextyearassessment.EachquestionislinkedtothespecificNORAsectionthatcouldbeanimprovementfromexistingmethodology

HowisNEAmaturitymodellinkedwiththeNORAmethodology?

TheNEAMaturityModelaimatassessingthearchitecturepracticeinde-pendentlyofNORAusageintheagency.NeverthelessthematuritymodelquestionarelinkedtoNORAphases,stepsandartifacts.EachquestionislinkedtothespecificsectionwithinNORAthatcorrespondstoitinsuchawaythatitgivesimprovementactionthroughtheNORAMethodology

Table 1433: EA maturity model guidelines

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EA Maturity Model Scoring

Thescoringmethodisbasedonasimplesumofproductsforeachindividualscoretakingintoaccountonthefollowingconsiderations:

Eachquestionmayhaveatmostfourpossibleanswers:Yes,No,MostlyorPartially.Theanswersinsomecasesshouldbeanalyzedaswellastheartifactsinordertodeterminethelevelofar-chitecturepracticecoverage.

Forexample:

Forquestion2:

HasAgencyconductedanITenumerationandcollectedinformationofApplications,DataandTechnologycomponents?

ThescoredependsontheartifactsandtheirlevelofcoverageofITcomponentstodeterminewhichscoretoattribute.

Thescoreis

-Yes(Fully):3

-Mostly:2(ifmorethan50%oftheartifactsareattached)

-Partially:1(iflessthan50%oftheartifactsareattached)

-No:0

Eachquestionhasaweightcorrespondingtothematurityleveltargetedbythequestion.

ForexamplefortheArchitectureDevelopmentAreawehavethefollowingweights:

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Architecture

developmentarea

HasAgencyconductedanenumerationofexistingBusinessrelatedtoSer-vices,BusinessProcesses,BusinessFunctions,OrganizationalStructureetc.?

2

HasAgencyconductedanITenumeration/inventoryandcollectedinformationofApplications,DataandTechnologycomponents?

2

HastheagencyanalyzedissueswiththeBusinessdeliveryorITinfrastructuresoastoimprovethem?

4

HasAgency established linkages and dependency amongAgency’s Vision,Mission,Objectives,BusinessandIT

3

DoestheAgencycontinuouslyimproveontheusageofBusinessandITland-scapeviews?

5

Table 1434: EA maturity model weightage

Theareaiscomposedof5questionswithamaximumpossiblescoreofn.

Thefinalscoreiscalculatedusingthissimpleformula

Where:

-wistheweightofeachindividualquestion

-xistheindividualscorestakenforeachquestion

-nisthemaximumscoreforeacharea(correspondingto:3*

Let’sassumewehavethefollowinganswersontheabovequestions:

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Question Weight Answer Score

Has Agency conducted an enumeration of existingBusiness related to Services, Business Processes,BusinessFunctions,OrganizationalStructureetc.?

2 Partially 0

HasAgencyconductedanITenumeration/inventoryandcollected informationofApplications,DataandTechnologycomponents?

1 Mostly 0.5

HastheagencyanalyzedissueswiththeBusinessde-liveryorITinfrastructuresoastoimprovethem?

3 Mostly 1.5

Has Agency established linkages and dependencyamongAgency’sVision,Mission,Objectives,BusinessandIT

3 Partially 0

DoestheAgencycontinuouslyimproveontheusageofBusinessandITlandscapeviews?

4 No 0

Table 1435: EA maturity weightage and Score

Themaximumscoreforthisareais3*13=39

Theactualscoreofthisareabasedontheagency’sanswersis:

Thenthetotalscorecorrespondingtothematuritymodelforthisareais:

Score=5*13/39=1.67

Sotheagency’smaturitylevelforthisareais2

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Annex F: Business Service AttributesEverygovernmententityismandatedtoprovideinformationregardingtheirbusinessservicesintotheMarsadsystem.Thetablebelowlistsalltheattributestheagencyneedtoprovide.

S/No Attributes in Arabic Attributes In English Value

1 رقم الخدمة servicenumber

2 اسم الخدمة - عربي ServiceName-Arabic

3 اسم الخدمة - انجليزي ServiceName-English

4 اإلدارة المقدمة للخدمة Serviceproviderdepartment

5 نوع الخدمة servicetype

6 تصنيف الخدمة؟ Serviceclassification

7 نوع الخدمة حسب المستفيد؟ servicetypebythebeneficiary

8 التغطية الجغرافية Geographiccoverage

9 رسوم الحصول على الخدمة Servicefee

10 هل تم تمويل الخدمة من الميزانية الوطنيةللتعامالت اإللكترونية الحكومية؟

Istheservicehasbeenfundedbythenationale-Governmentbudget?

11 الوقت المستغرق باأليام للحصول على)الخدمة )خالل الوضع الراهن

Thetimeconsumed(Bydays) toprovidetheser-vice(throughthestatusquo)

12 الوقت المستغرق باأليام للحصول على)الخدمة )خالل الوضع المستقبلي

Thetimeconsumed(Bydays) toprovidetheser-vice(duringfuturestatus)

13 هل هناك مواقع لتقديم الخدمة تابعة للجهةتعمل خارج وقت الدوام الرسمي

ArethereServicechannelsoutsideofficialwork-ingtime?

14 هل تعتمد الخدمة على خدمات أو بيانات لدىجهات حكومية أخرى؟؟

Doestheservicerelyonothergovernmentagen-ciesservicesanddata?

15 هل تدعم هذه الخدمة خدمات لدى جهاتحكومية أخرى؟؟

Doestheservicesupportothergovernmentagen-ciesservices?

16 هل تم تفعيل خاصية التصديق الرقمي وإصدار شهادة التصديق الرقمي لمستفيدي

ومستخدمي هذه الخدمة؟؟

Is digital certification feature activated? Is issuingdigitalcertificationforthebeneficiariesandusersac-tivated?

17 مستوى نضج الخدمة؟ Servicematuritylevel

18 أعلى مستوى لنضج الخدمة يمكن الوصول اليه Thehighestservicematuritylevelcanbereached

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19 تاريخ انتقال الخدمة للمستوى األعلى في النضج؟ Dateofservice transmission to thenext levelofmaturity

20 عدد المستهدفين من الخدمة Thetargetedbeneficiariesnumberofservice

21 عدد المستفيدين من الخدمة سنويًا بشكلهاااللكتروني

The number of service beneficiaries (electronicform)annually

22 عدد العمليات االلكترونية خالل السنة Thenumberofelectronictransactionsannually

23 تكرار استخدام الخدمة للمستفيد الواحد Frequentuseofservicebyabeneficiary.

24 قابلية أتمتته الخدمة وحالة الخدمة فيوضعها الحالي

Serviceautomationavailabilityandcurrentstate

25 هل متطلبات وإجراءات الخدمة متاحة؟ Are the requirementsandproceduresof serviceavailable?

26 هل تم توثيق إجراءاتها؟ Aretheserviceproceduresdocumented?

27 ؟)workflow chart) هل تم رسم مسار عمل الخدمة Istheserviceworkflowchartdesigned?

28 هل تم تحسين إجراءاتها أو إعادة هندستها

)BPR/BPI)؟؟Have the serviceproceduresbeen improved orre-engineered(BPR/BPI)?

29 هل إجراءات تقديم الخدمة موحدة؟ Aretheproceduresofprovidingtheserviceunified?

30 قنوات تقديم الخدمة Servicechannels

31 الرابط االلكتروني المباشر للخدمة - عربي Servicelinkintheofficialwebsites-Arabic

32 الرابط االلكتروني المباشر للخدمة - انجليزي Servicelinkintheofficialwebsites-English

33 رابط الفيديو على اليوتيوب VideolinkonYouTube

34 رقم االتصال الخاص بالرد اآللي IVRcallnumber

35 رابط لطريقة اإلستخدام Serviceusagelink

36 دليل استخدام الخدمة Serviceusageguideline

37 وصف الخدمة - عربي ServiceDescription-Arabic

38 وصف الخدمة - انجليزي ServiceDescription-English

39 خطوات تنفيذ الخدمة Serviceimplementationsteps

Table 14-30: Attributes of business service (Arabic & English)

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Annex G: NORA Usage ScenariosNORAusagescenariosareusedtoseethetouchpointsfromNORAmethodologyforgenericandoftrepeatedEAusecases.AgenciescanlookattheNORAscenariosandgainanunderstandingofthedetailedeffortthatneedstobedoneforachosescenarioandtheirpossibledeliverablesifnotall.

Figure 14-7: Scenario 1 – End to End EA

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Scenario 2 – Implement E Transformation Plan

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Scenario 3 – Optimize Investments

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Scenario 4– Align IT to Business

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Scenario 5 – Business and IT Standardization

Scenario 5 – Business and IT Standardization

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Scenario 6 – New Projects / New Capability

372


Scenario 7- Business Process Re Engineering

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Scenario 8- BPR and Automation

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