FEAPMO EA Assessment Framework 2.2FEAPMO EA Assessment Framework 2.2EAAF_1ee4b401-fd49-4653-b1e0-fd0b3cf83530To advance the use of enterprise architecture (EA) across the Federal government, by serving as the basis for enterprise architecture maturity assessments of Federal agencies performed by OMB. _4aaaf33f-aabf-4e26-888d-5e31c45d7bfaCompletionCompletion of an agency’s EA artifacts in terms of performance, business, data, services, and technology. The agency’s baseline and target architectures are well-defined, showing traceability through all architectural layers. Using its transition strategy and sequencing plan, the agency is able to achieve its desired target state. _bde3e9d2-e74a-4d27-a1ee-49d45f42c5f55.1Outcomes: o Identifies specific outputs (artifacts for each architectural layer) the agency needs to maintain and monitor its EA. o Describes the future capabilities (via sequencing plan and target architecture) to enable the agency to achieve its performance goals. o Identifies the magnitude of the gap between the baseline and target architectures and possible improvement strategies to realize its target state. o Integrates relevant cross-agency initiatives into the agency’s target architecture and transition strategy. o Produces segment architectures describing agency lines of business to be used to assist agency managers in decision-making tasks. o Identifies unnecessary duplication and opportunities for consolidation and reuse of information and technology within and across agencies. o Provides a framework and a functional view of an agency’s lines of business (LoBs), including its internal operations/processes. Performance ArchitecturePerformance measurement indicators, based on the FEA Performance Reference Model (PRM) linked to and reflecting the agency’s strategic plan. The EA is used to help track improved agency performance. _f4682153-f49f-46b4-9eb9-40ba6c9fd6a65.1.1Rationale: The agency EA must clearly demonstrate how it furthers the agency’s strategic objectives and aligns to well-defined performance goals. To achieve this, it is important to identify meaningful performance measurement indicators. Mandate: OMB A-11, s.300; GPRA; Clinger-Cohen Act, OMB Memorandum 05-23, A-130, PART Business ArchitectureAn inventory of agency business processes, aligned to the FEA Business Reference Model (BRM), linked to layers of the agency’s EA and used to inform investment decision making. Segment architectures are developed for each agency line of business, including Services for Citizens, as well as Support Lines of Business. _3c2270ff-45f9-4d54-b5f5-73ad8591290e5.1.2Rationale: An effective EA must be business-driven, requiring alignment between the IT architecture layers and business processes. Mandate: OMB A-11, s.300; GPRA; Clinger-Cohen Act Data Architecture (Information Management) Enterprise data described at the level of business data entities, linked to the FEA Data Reference Model (DRM) and other layers of agency EA._305cfb72-0f24-4d54-83ee-8cdebce0343c5.1.3Rationale: An enterprise data architecture is the key to identifying data sharing and exchange opportunities both within and across agencies. Mandate: OMB A-11, s.300; GPRA; Clinger-Cohen Act, Data Quality Act, E-Government Act of 2002, OMB M-05-04, OMB A-119, OMB Information Dissemination Memorandum 207(d) Service Component Architecture Descriptions of agency services linked to the FEA Service Component Reference Model and other layers of the agency EA. _dbc0cb04-99b4-4105-a721-3c6114e2a44e5.1.4Rationale: The service component architecture is the foundation for identifying opportunities for reuse both within and across agencies. Mandate: OMB A-11, s.300; GPRA; Clinger-Cohen Act, E-Government Act Technology ArchitectureAn inventory of deployed and approved technologies linked to the FEA Technical Reference Model and other layers of the agency EA; providing a basis for standardization opportunities. _8e95c06e-0bc4-4d86-aed4-2d621358f7845.1.5Rationale: The technology architecture provides a basis to identify opportunities for technology standardization both within and across agencies. Mandate: OMB A-11, s.300; GPRA; Clinger-Cohen Act, E-Government Act, OMB Circular A-119. Transition StrategyDescription of the agency’s plan for migrating from its baseline architecture to its target architecture. _b352b8b9-9433-41b1-aff1-b8a2541a99a55.1.6Rationale: The transition strategy defines projects, programs, and timelines/milestones and is the foundation for modernization and transformation activities from the baseline to target architecture. Mandate: OMB A-11, s.300; GPRA; Clinger-Cohen Act, E-Government Act UseEstablishment of the necessary management practices, processes, and policies needed for developing, maintaining and overseeing EA, and demonstrating the importance of EA awareness and the value of employing EA practices within the agency. The agency uses its EA to inform strategic planning, information resources management, IT management, and capital planning and investment control processes. _0fd1437c-8108-4221-b141-a835e3a97b0b5.2Outcomes: o Establishes strategic objectives and programs the agency needs to meet citizens’ needs. o Demonstrates the relationship between EA, strategic planning, and capital planning processes. o Provides the ability to make better management decisions, and as necessary, the ability to assess and re-assess the path forward. EA Governance and EA Program Management Governance and management of the implementation and use of EA policies and processes. This includes the appointment of a Chief Architect (CA), allocation of resources and the sponsorship of EA at the executive level. The agency’s EA Program Management Office governs the development, implementation and maintenance of the EA. _d0edcc6f-08db-4e9e-bb6b-62c88355b2c35.2.1Rationale: Effective governance and program management assures agency compliance with EA processes and procedures and facilitates executive support. Mandate: OMB A-11, s.300, OMB Circular A-130 EA Change Management and EA DeploymentCapability to effectively manage changes to EA artifacts, including documents and any EA repositories. The agency should have the ability to deploy EA content out to their user community, including deployment of a repository, communications and training. _6249f6d0-273b-4490-a4b6-2142be9673955.2.2Rationale: Change and configuration management is essential to ensure EA work products and processes remain current since EA serves as a tool for strategic planning and IT investing. EA products and processes must be clearly understood by, and available to, business stakeholders and IT stakeholders. Mandate: OMB A-11, s.300, OMB Circular A-130 Collaboration and Reuse Capability to effectively federate lower-level segment architectures (including content, structure and policies) with higher-level agency-wide EA initiatives. Effectively federated architectures should promote collaboration and reuse opportunities within the agency._17bddb6d-0631-470c-b7cd-f10a9df485db5.2.3Rationale: An effective agency-wide EA must incorporate the content of all of the agency’s constituent organizational units, such as bureaus and offices, or else EA becomes just another "stovepipe" within the enterprise. Mandate: OMB A-130 CPIC Integration EA should be integrated with the agency’s CPIC processes, including agency ability to align proposed investments to the approved transition strategy. _9a86e34c-30ce-4a1f-9842-5eadfc76c0175.2.4Rationale: Investment decisions should be made to achieve a more efficient and effective target state. Mandate: OMB A-11, Exhibit 53, and Exhibit 300 ResultsMeasurement of the effectiveness and value of its EA by assigning performance measurements to its EA and related processes, and using its analysis of the performance measurements to update its EA practice and guidance. _d31f7888-db49-495a-a091-342487637c085.3Outcomes: o Demonstrates the relationship of IT investments to the agency's ability to achieve mission and program performance objectives; o Captures how well the agency or specific processes within an agency are serving citizens; o Identifies the relationships between agency inputs and outcomes; and o Demonstrates agency progress towards goals, closing performance gaps, and achieving critical results.Cost Savings and Cost AvoidanceAchievement of demonstrable benefits to the agency in cost savings and cost avoidance for IT investments. The agency should develop and submit an EA Program Results Analysis document clearly demonstrating the improvements to agency IT investment performance attributable to the EA program, and explain how the EA program activities resulted in cost savings, cost avoidance, and/or improved mission performance for the agency. The agency fulfills this requirement by demonstrating results in one of three ways: demonstrating the EA program has resulted in cost savings and/or cost avoidance; maintaining agency IT spending below a certain percentage of its overall discretionary budget authority; or achieving PART scores above a certain level. See criteria below for specific thresholds. _fab4013c-67d2-4de0-b544-343f6cee208a5.3.1Rationale: Effective enterprise architectures should identify opportunities for reuse, consolidation and standardization that result in improved financial performance for the agency. Higher levels of IT spending are justified when an agency is achieving superior levels of mission performance. Mandate: Clinger-Cohen Act, OMB Memorandum M-06-22, OMB Program Assessment Rating Tool (PART). Note: Agencies should submit evidence of maturity using the reporting format indicated in OMB Memorandum M-06-22. Performance Improvement Well-defined and objectively measurable performance milestones. These performance milestones must enable the agency to determine whether it is meeting its mission and performance objectives, defined by the business owners who have ultimate responsibility for agency performance. See section 5.1.6 of this assessment framework and the FEA Practice Guidance located at www.egov.gov for more information regarding transition strategy. _9439f791-aa3b-41be-be27-12b3f580ee825.3.2Rationale: The transition strategy should include performance milestones indicating an agency’s success in achieving performance targets. This ensures the agency’s EA is actionable and will produce improvements to the agency’s mission performance. Mandate: OMB A-130 Measuring EA Program Value EA value measurement is a continuous, customer-focused process integrated with each phase of the Performance Improvement Lifecycle. The principal goals of EA value measurement are to document EA value to agency decision-makers and to identify opportunities to improve EA products and services. EA value measurement tracks architecture development and use, and monitors the impact of EA products and services on IT investment decisions, collaboration and reuse, standards compliance, stakeholder satisfaction, and other measurement areas and indicators. For detailed guidance concerning the establishment of an agency EA Program Value measurement initiative, please refer to Section 5 of the FEA Practice Guidance, which will be available online upon its release at http://www.whitehouse.gov/omb/egov/documents/FEA_Practice_Guidance.pdf. _0c426c9b-fd0f-4934-a6e0-0f1494d9ceb85.3.3Rationale: Agency EA programs should deliver results-oriented products and services to inform business decisions and increase the efficiency and effectiveness of IT investments, program management and agency operations. Mandate: OMB A-130 Internet Protocol Version 6 (IPv6) EA (including Transition Strategy) must incorporate Internet Protocol version 6 (IPv6) into the agency’s target architecture _f118ba50-9185-4c0f-a172-3c34fc79f0375.3.4Rationale: Federal agencies are required to implement IPv6 within their network backbone by June 2008. Mandate: OMB Memorandum M-05-22 2007-10-012008-09-302010-02-08http://www.whitehouse.gov/omb/egov/a-2-EAAssessment.htmlArthurColman (www.drybridge.com)colman@drybridge.com