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Joint Enterprise Architecture
Enterprise Architecture
Transition Strategy
Version 3.2 Updated May 29 2008
Department of State and US Agency
of International Development i
Table of Contents
1. Introduction ............................................................................................................................. 1
2. Transition Drivers ................................................................................................................... 2
2.01 Electronic Government and Lines of Business Initiatives (Mission Level) ................. 3
2.02 Transformational Diplomacy (Mission Level) ............................................................. 3
2.03 Joint Strategic Plan (Business Level) ........................................................................... 3
2.04 Joint Management Council Vision (Business Level) ................................................... 3
2.05 Rightsizing and Regionalization (Business Level) ....................................................... 3
2.06 Department of State Management Reform Initiatives (Business Level) ...................... 3
2.07 Department of State IT Strategic Plan (Business and Enterprise Service Levels) ....... 4
2.08 Federal Enterprise Architecture (Business and Enterprise Service Levels) ................. 4
2.09 Shared Services (Business and Enterprise Service Levels) .......................................... 4
2.10 IT Infrastructure Optimization and Coordination (Enterprise Service Level) ............. 4
3. Baseline to Target; the Segment Architecture Process ........................................................... 5
3.01 Portfolio-based Investment ........................................................................................... 5
3.02 Information Sharing via Data Standards ...................................................................... 6
3.03 Enterprise Services Architecture .................................................................................. 6
3.04 Seamless Infrastructure Model ..................................................................................... 6
3.05 The Segment Architecture Process ............................................................................... 7
4. Sequencing Plan ...................................................................................................................... 8
4.01 Completed Segments .................................................................................................... 8
4.02 Active Segments ........................................................................................................... 9
4.03 Proposed Segments ..................................................................................................... 10
4.04 Conceptual Segments ................................................................................................. 10
5. Transition Status of Segments .............................................................................................. 13
5.01 Completed Segments .................................................................................................. 14
5.02 Active Segments ......................................................................................................... 14
5.03 Proposed Segments ..................................................................................................... 14
5.04 Conceptual Segments ................................................................................................. 14
6. Segment Performance ........................................................................................................... 14
Appendix A - Transition Strategy, Investments, FTF Alignment .............................. 16 Appendix B - Transition Segments, Investments, Milestones Alignment .................. 19 1
1. Introduction
The Joint Enterprise Architecture Transition Strategy (JTS) of the Department of State and U.S. Agency for International Development (USAID) is a roadmap to modernizing business and IT capabilities of the two organizations in support of joint strategic objectives and performance goals. management reform initiatives, and the Department of State and USAID Strategic Plan, State and USAID have actively performed many joint activities and projects to maximize synergy between the two organizations, control costs and optimize operations. The Joint Enterprise Architecture (JEA) has become a major driver for developing a joint IT environment, resulting in an increasing level of jointly planned and funded initiatives. On the management side, the Joint Management Council (JMC) is playing a pivotal role in aligning and integrating the management platform between the two organizations. Through formal and informal joint activities and projects, State and USAID have made steady progress in sharing services and implementing best practices in all the JEA methodology, furthering the alignment opportunities within the Department in areas such as IT Infrastructure Consolidation in addition to the collaboration efforts with USAID. The JTS prescribes a path to the desired integrated operational environment of State and USAID with milestones that support:
Major IT and business systems projects
Management Reform Goals and JMC initiatives
Optimization and coordination of overseas IT infrastructure between State and USAID Inter-agency Electronic Government (eGov) and line of business (LoB) initiatives
Federal IT policies
While most of the JTS milestones are associated with IT modernization, many JMC initiatives also consist of milestones and activities that carry implications for policies and regulations, business processes, and organizational structures of State and USAID. The milestones are consistently aligned with Federal Enterprise Architecture (FEA) and JEA principles, and focus on portfolio-based investment and management practices to widen windows of collaboration opportunities while optimizing the environment for joint initiatives between the two agencies. This document describes the transition strategy and plans that have been developed, and the progress that has been made in achieving the milestones that have been defined as part of those plans. Section 2, Transition Drivers, describes the impact of the business and technology drivers which we have considered when identifying segments and in structuring the Joint EA Transition Strategy. These mandates and guidelines cover all aspects of the enterprise architecture from business-related issues to technical direction for new development, and consolidation and operation of service offerings. The common aim of all of the drivers is the migration to a more cost efficient and operationally more effective mission environment. 2 Section 3, The Segment Architecture Process, provides an initial step in compliance with recent OMB guidance directing the development and sequencing of a segment- structured enterprise architecture and transition strategy. This section describes the steps followed by the joint EA team in identifying opportunities that consider both State and USAID priorities and comply with Federal guidance and directives. Section 4, Sequencing Plan, describes the segment classes that have been established based on the conduct of the process described in section 3.The segments are then listed by class and summary status information is provided for each of the listed segments. Section 5, Segment Descriptions and Status, discusses milestone performance management information that has been defined, for currently active projects, in compliance with the guidance provided in the FEA PRM.
2. Transition Drivers
The figure below illustrates a conceptual view of the operational environment and the key drivers that shape the State and USAID joint to-be architecture and the transition strategy. The many internal and external mandates and strategies comprising the environment, beginning with the public-State/USAID-interagency communication through an expanded electronic government depicted at the top, are discussed in the following subsections.
Core Mission Area
Segment Drivers
Business Service
Segment Drivers
Enterprise Services
Segment Drivers
Figure 1 - Key Transition Segment Drivers Correspond to Operational Levels 3
2.01 Electronic Government and Lines of Business Initiatives (Mission Level)
The goal of State and USAID is to serve as models of how to use technologies to deliver services to their constituents citizens, businesses, other governments, non-governmental organizations, and their employees faster, cheaper, and more effectively.
2.02 Transformational Diplomacy (Mission Level)
In order to support the new diplomatic structure of transformational diplomacy, information technology will connect our work forces in real time, anytime and anywhere around the globe. Through regionalized and centralized IT and communications capabilities, knowledge and information will be managed, dispersed and shared smoothly, accurately and securely.
2.03 Joint Strategic Plan (Business Level)
The Department of State and USAID Strategic Plan (Joint Strategic Plan) defines synergies between the two agencies and encourages a direction for joint initiatives.
2.04 Joint Management Council Vision (Business Level)
The Joint Management Council (JMC), has crafted a plan for changing the business practices of State and USAID through consolidation of management platforms in agreed-upon areas overseas. Implementation of this vision requires an actionable governance structure and communications strategy that expedites management decisions on and prioritization of joint business cases and key initiatives.
2.05 Rightsizing and Regionalization (Business Level)
State and USAID have embarked on a critical, long-term collaborative effort to eliminate administrative and technological duplication and non-essential USG presence overseas through rightsizing, regionalization, and consolidation of administrative support services. This begins with those missions that are or will be, co-located in New Embassy Compounds (NECs) and through the development of joint regional administrative platforms. The Department is also examining realignment of domestic functions with resulting efficiencies and/or improvements and cost savings, with special emphasis on further integrating its information technology infrastructure.
2.06 Department of State Management Reform Initiatives (Business Level)
We are supporting the following management reform initiatives by utilizing modern business practices, increased standardization, strengthening the corporate center, providing capacity for corporate analytics, and focusing on the basics. The eight initiatives include:
Support Global Repositioning III
Standardize Overseas Operating Platform
State USAID Administrative Platform
IT Consolidation
HR Centers of Excellence
Strategic Procurement
Strengthen Corporate Analytic Capacity
4
Expand Personal Services Contracting Authority
2.07 Department of State IT Strategic Plan (Business and Enterprise Service Levels)
The information technology environment envisioned in the IT Strategic Plan (ITSP) represents a significant departure from the IT of the past, in that it focuses on supporting the substantive work of diplomacy and development rather than IT infrastructure or administrative functions per se.
The key elements of the ITSP are:
Transforming information into actionable knowledge Supporting foreign policy priorities such as promotion of democracy Enabling "virtual teaming" among internal and external participants in development and diplomatic programs and initiatives Liberating State and USAID personnel from the confines of their offices through mobile computing Enabling rightsizing and other management initiatives
2.08 Federal Enterprise Architecture (Business and Enterprise Service Levels)
The Federal Enterprise Architecture (FEA) is a business-focused framework for Federal agencies, OMB and Congress to use in improving the performance of government. By aligning organizations, business processes, information flows and technology consistently across and throughout the Federal government, the FEA provides guidance for building a blueprint for improving program effectiveness and efficiency.
2.09 Shared Services (Business and Enterprise Service Levels)
Increased use of shared services will provide benefits, such as increased reuse of services and the rapid deployment of new business capabilities based on existing capital assets, and result in a more agile and efficient service based set of capabilities that empower knowledge workers of both organizations. The Department has developed an Enterprise Service Architecture strategy as part of its Segment Architecture efforts to include governance, management, performance measures, and standards to maximize the shared services concept.
2.10 IT Infrastructure Optimization and Coordination (Enterprise Service Level)
In order to effectively take advantage of collaborative opportunities and maximize their benefits, State and USAID have launched a joint effort to connect their disparate sensitive but unclassified (SBU) networks overseas. This connection will provide USAID and State with the opportunity to enhance collaboration and combine administrative systems and services to meet the critical business requirements of both agencies while achieving economies of scale. This initiative will also enhance rightsizing and regionalization by providing a common technical platform to support the goal of joint overseas administrative services and to explore the viability of integrating the two overseas networks. 5
3. Baseline to Target; the Segment Architecture Process
The key business and technology drivers described in the previous section drive a continuous tuning and evolution of the joint transition strategy (JTS) within a framework that has been applied to develop the JTS. The figure below depicts the framework, which begins with FEA and JEA information; it shows a process of an EA-driven modernization campaign that incorporates sound architectural principles in building the target environment that will: Support more regionalized and centralized operations;
Enable virtual mission capabilities;
Share and reuse common IT services and business applications;
Optimize infrastructure and its management;
Allow secure information access and sharing;
Streamline business practices; and
Facilitate expeditious management decision-making and prioritization within both State and USAID and between the two agencies where appropriate. SRM DRM TRM
BUSINESS
INFORMATION & DATA
APPLICATION
INFRASTRUCTURE
Standards
PRM
SECURITY
Bureau-centric
Initiatives
Current
Architecture
Point-to-Point
Data Integration
Stovepiped
Applications
Fragmented
Infrastructure
Transition Strategy & PlanPortfolio-based
Investment
Info Sharing via
Data Standards
Enterprise Service
Architecture
Seamless
Infrastructure Model
Gap/Capability Analysis
Sequencing Analysis
Performance Analysis
Cost/Benefit/Risk Analysis
Stakeholder Buy-in
Communication/Marketing
Management Approval
Segment
Id Process
Target
ArchitectureSegment
Architecture
EA & FEA
Guidance
From Baseline to a Segment Based Target Architecture The four target architecture transformation principles shown in rectangles and the Segmentquotesdbs_dbs30.pdfusesText_36
Transition Architectures - The Open Group