DOI Conceptual Architecture

Department of the Interior Enterprise Architecture (IEA)

Conceptual Architecture

Version 1.0

May 2005

Table of Contents

1. EXECUTIVE SUMMARY.................................................................................................................1

2. INTRODUCTION.............................................................................................................................4

3. INTERIOR CONCEPTUAL ARCHITECTURE (ICA) PRINCIPLES......................................6

3.1 EFFECTIVE PRINCIPLES CRITERIA................................................................................................63.2 ICA PRINCIPLE HISTORY.............................................................................................................73.3 ICA PRINCIPLE STRUCTURE.........................................................................................................93.4 ARCHITECTURE PRINCIPLES.........................................................................................................9

Principle 1: “Actionable” Architecture.............................................................................................9Principle 2: Transformational Strategies..........................................................................................10Principle 3: Collaborative Processes..............................................................................................11Principle 4: Re-usable Products and Services................................................................................12Principle 5: Solutions-focused Approach.........................................................................................13Principle 6: Business-driven Planning.............................................................................................14Principle 7: Modular and Adaptive Development............................................................................15Principle 8: Federated Program Management...............................................................................15Principle 9: Information is an Interior asset...................................................................................16Principle 10: Data and Information Stewardship............................................................................17

4. DERIVATION OF BUSINESS VALUE FROM ICA PRINCIPLES.........................................19

4.1 ARCHITECTURAL GOVERNANCE................................................................................................21

5. MODERNIZATION BLUEPRINTS.............................................................................................24

Methodology for Business Transformation (MBT)............................................................................245.1 DOI ENTERPRISE ARCHITECTURE REPOSITORY (DEAR)..........................................................265.2 SERVICE-ORIENTED ARCHITECTURE (SOA) STRATEGY............................................................27

6. ENTERPRISE RESULTS GUIDED BY THE DOI CONCEPTUAL ARCHITECTURE......30

Principle 1: “Actionable” Architecture..........................................................................................30Principle 2: Transformational.........................................................................................................31Principle 3: Collaborative...............................................................................................................32Principle 4: Modular, Adaptive and Reusable Services (service-oriented architecture)................32Principle 5: Solutions-Focused.......................................................................................................33Principle 6: Business-Driven...........................................................................................................34Principle 7: Understanding of Federated Business Models............................................................36Principle 8: Information is an Interior asset...................................................................................37Principle 9: Data and Information Stewardship...............................................................................38

7. CONCLUSION................................................................................................................................40

APPENDIX A: COMMON REQUIREMENTS VISION....................................................................41

Appendix B DOI Background..................................................................................................................43

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Table of Figures

FIGURE 2-1. ARCHITECTURAL PRINCIPLES.................................................................................................4FIGURE 4-1. INTERIOR ENTERPRISE ARCHITECTURE...............................................................................20FIGURE 4-2. DOI GOVERNANCE STRUCTURE..........................................................................................22FIGURE 4-3. CPIC AND WORKFORCE PLANNING RELATIONSHIPS..........................................................23FIGURE 5-1. MODERNIZATION BLUEPRINT PROCESS...............................................................................25FIGURE 5-2. RELATIONSHIP BETWEEN SOLUTION ARCHITECTURE AND IEA...........................................26FIGURE 5-3. RELATIONSHIP BETWEEN THE SOA IMPLEMENTATION AND THE FEA.................................28FIGURE 5-4. IDENTIFICATION AND DEFINITION OF SOA SERVICES..........................................................29FIGURE 6-1. ANALYSIS STATE FOR SYSTEMS...........................................................................................31FIGURE 6-2. RECREATION VALUE CHAIN AND BLUEPRINT RECOMMENDATIONS....................................35FIGURE 6-3. WILDLAND FIRE VALUE CHAIN AND BLUEPRINT RECOMMENDATIONS..............................36FIGURE 6-4. LOGICAL INFORMATION EXCHANGE MATRIX......................................................................38FIGURE A-1. COMMON REQUIREMENTS VISION TRACEABILITY..............................................................41Figure A-2. Common Requirements Vision Framework.........................................................................42

Table of Tables

TABLE 1-1. ICA PRINCIPLES.......................................................................................................................1TABLE 1-2. ICA PRINCIPLES USE...............................................................................................................2TABLE 3-1. ARCHITECTURE PRINCIPLE CROSS-WALK...............................................................................7TABLE 4-1. ICA PRINCIPLES USE.............................................................................................................19Table B-1. DOI BRM Function Activities.................................................................................................1

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1. Executive Summary

Federal Agencies are continually being asked by citizens, industry, and other government agencies to improve their performance and efficiency. Identifying performance gaps and related solutions involves an integrated mix of management disciplines, including strategic planning, enterprise architecture, capital planning, project management, security, and human capital management. Achieving the integration of these disciplines is vital to the effective governance of scarce resources, so that higher levels of mission performance can be achieved.

As described in Appendix B, the Department of Interior (DOI) is a large, complex organization performing 162 business sub-functions across 51 lines of business in seven business areas. The Interior’s Enterprise Architecture (IEA) provides a framework for developing strategies that integrate investment management processes, consolidated technologies, and advocate common processes and data standardization across all the Bureaus.

The Interior Conceptual Architecture (ICA), a component of the IEA, provides a consolidated enterprise list of guiding principles to help make investment decisions and guide information technology (IT) toward the envisioned future. These Principles are in turn derived from the Interior Common Requirements Vision (CRV) which is a framework linking technical architecture requirements to business information requirements, business strategy, and environmental trends. Aligning the CRV with the ICA facilitates line-of-sight visibility between business strategy and ICA Principles.

Given that these Principles represent business and integrate technology direction, the rationale and implications of each Principle become guides for IEA initiatives and priorities. Target EA development teams have a major impact on the way in which detailed solutions will be defined and aligned with a target architecture. Through governance, these teams (e.g., Interior Business Architecture Team (IBAT), Data Advisory Committee, Architecture Review Board, and Chief Technology Officer’s Council) continually evolve the respective layers of the IEA (e.g., business, data, and technology). For example, as processes are re-engineered across DOI, the IBAT is charged with associating and linking these process models to Interior’s business reference model. The target EA development team and the solution development teams should use the ICA Principles to guide their architectural decisions. This provides a foundation for alignment between the target EA and solution architectures.

Solution Architects can use the ICA Principles to support the migration to target architecture. Use of ICA Principles will enable the implementation of solutions that take into account design (security, quality and performance) and infrastructure constraints. The ICA provides a high-level roadmap and strategic principles to achieve the target enterprise architecture from the baseline architecture via the transition plan. (Note: Refer to the DOI Transition Strategy, a companion document to this DOI Conceptual Architecture, for a more-detailed discussion on DOI’s strategic transition plan.) Solution architectures should use this information to establish alignment of current systems that are being developed with the target EA. Table 1-1 lists the ICA’s Principles:

Table 1-1. ICA Principles

Principle DescriptionPrinciple 1: “Actionable” Architecture

IEA provides added value when its products and services are aligned with the business, integrated to enhance mission performance, and used as a driver to improve process execution.

Principle 2: Transformational Strategies

IEA provides a roadmap using Modernization Blueprints that facilitates Interior modernization, addressing all aspects of the mission in order to achieve success in transforming and optimizing business processes.

Principle 3: Collaborative Processes

IEA promotes and facilitates an environment that emphasizes information sharing and the inclusive participatory rights of customers and

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Principle Descriptionstakeholders.

Principle 4: Re-usable Products and Services

IEA promotes re-usable service-oriented solutions. Solution Architectures will be assembled from an agreed upon set of existing, sharable services, whenever possible.

Principle 5: Solutions-focused Approach

IEA provides and promotes solutions-focused approach emphasizing the basic requirement to satisfy business and customer needs as the primary consideration when designing technology solutions.

Principle 6: Business-driven Planning

IEA establishes an IT planning foundation based on business priorities. Interior’s Strategic Plan, goals and outcomes provide business direction in developing key services of the architecture that support the business vision.

Principle 7: Modular and Adaptive Development

Service Oriented Architecture (SOA) techniques facilitate the development of an IT environment that will be modular and independent ("atomic") in nature. The adaptive SOA will enable dynamic capabilities and reconfiguration of the architecture services.

Principle 8: Federated Program Management

The IEA program supports the implementation of policy and architecture, accommodating the need for bureau-unique functionality and requirements. The program is supported by a system of governance that promotes optimal outcomes across the Bureaus.

Principle 9: Information is an Interior asset.

Information is valued as an Interior asset to accelerate decision-making, improve management, and increase accountability. This is reflected in proper safe guards for data and defined access control.

Principle 10: Data and Information Stewardship

Data and information must be managed and maintained by assigned stewardship responsibilities to support the mission of Interior.

The ICA Principles act as a mechanism to integrate each of the IEA program elements. The ICA Principles shape how DOI governance is formed and executed, how the IEA’s target state is envisioned, how modernization blueprints mitigate strategic gaps, how the IEA repository is configured, how the Federal Enterprise Architecture (FEA) models are interpreted and mapped, and how DOI should leverage SOA. The program elements that use the ICA Principles include the following:

Architecture Governance1. Modernization Blueprints2. Methodology for Business Transformation (MBT)3. DOI Enterprise Architecture Repository (DEAR)4. FEA Reference Models5. Common Requirements Vision (CRV)6. Service-Oriented Architecture (SOA) Strategy.

Different stakeholders will view and utilize the ICA Principles in different ways, with the common end goal of developing cost-effective IT that is aligned with Interior mission objectives. Consider the following stakeholders and how they can derive business value from the ICA (see Table 1-2):

Table 1-2. ICA Principles Use

Stakeholder Group Use of ICA PrinciplesTarget EA development team Target EA development teams have a major impact on the way in which

detailed solutions will be defined and aligned with a target. If the target EA development team and the solution development teams use the same set of

1 http://www.doi.gov/ocio/architecture/programs.htm2 http://www.doi.gov/e-government/egovinit.html3 http://www.doi.gov/ocio/architecture/mbt/guidance.htm4 http://www.doi.gov/ocio/architecture/deartools.htm5 http://www.doi.gov/ocio/architecture/fea.htm6 http://www.doi.gov/ocio/architecture/documents/CRV_Final.doc

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Stakeholder Group Use of ICA PrinciplesICA Principles to guide their architectural decision, it provides the foundation for alignment and forms the foundation for enabling cross-cutting initiatives supporting a line-of-business solution across organizational boundaries.

Business Process Managers and Owners

Business process managers and owners expect to use the ICA Principles as guidelines while developing modernization blueprint segment recommendations. The modernization blueprint recommendations need to address the overall business goals and objectives translated in a meaningful way, and supported by a principle. Such that the recommendations do not become a ‘wish list’ for technology, but rather provide realistic recommendations that the DOI is willing to invest in a new initiative.

Capital Investment Planners Capital investment planners have a major impact on the way in which both the business and IT decision-makers will work together and make future investment decisions. Capital investment planners use the ICA Principles to assess the alignment of an investment with the EA. During the Capital Planning and Investment Control (CPIC) process the ICA Principles can be used as a scoring mechanism for the select and evaluate phases.

Solution Architects Solution Architects can use ICA Principles to support the migration to target architecture. Use of ICA Principles will ensure an implemented solution that takes into account design (security, re-usable services, quality and performance) and infrastructure constrains, and guides the implementation of a system. The ICA provides a high-level roadmap and collection of strategic principles to achieve target architecture from the baseline architecture via the transition plan. The Solution Architecture uses this information to ensure alignment of the current systems that are being developed with the target architecture. The Solution Architecture shares knowledge and experience using the EA components as a guide to implement a specific solution.

IT Manager The ICA Principles aid the IT manager in making decisions on how to reduce the diversity of the IT infrastructure by determining how to apply enterprise licensing agreements, basic ordering agreements, desktop image standards, server and storage consolidation, and improved IT service support

The DOI has developed and instituted architectural concepts, tools and techniques that enable management of the DOI IT technology in the form of the IEA. The IEA suite comprises the CRV for enterprise requirements, ICA for enterprise principles, MBT for creating modernization blueprints, DEAR for storing and querying EA data, a Governance framework for making investment decisions, and the FEA models for reporting to OMB. The ICA Principles guide, constrain, and integrate all of these components such that a consistent target state can be communicated throughout the Department and Bureaus for use in modernization activities.

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2. Introduction

Enterprise Architecture (EA) at the Department of the Interior (DOI) plays a major role in improving mission performance and the efficiency of business operations by guiding and constraining the creation of modernization blueprints. Each blueprint contains a set of initiatives that, in aggregate, and over time, help DOI transform into an envisioned future. Central to DOI’s modernization success will be the adoption of EA throughout the organization and a cultural perception that EA can help promote line of business interests within the Bureaus. One effective measure to begin ingraining EA into the culture is to have a set of overarching architectural Principles which all Bureau line of business and IT stakeholders can follow.

Within the context of the Interior EA process, the architecture Principles are illustrated in Figure 2-1, as Architecture Guidance that drives the target definition. These Principles are key drivers for IEA stakeholders including capital investment planners, business process managers and owners, solution architects, IT managers, as well as for the EA’s target architecture and associated enterprise services and standards.

Figure

2--1.

Architectural Principles

Consequently, this ICA describes these Principles and attempts to demonstrate how they impact the DOI as well as provide guidance on how they should influence capital investment planning, solution development, and IT infrastructure planning. The development of a DOI SOA should address the business value that a SOA will provide as well as how to measure this business value. While this ICA is not necessarily prescriptive, it should guide and constrain IT investment and aid in driving architectural homogeneity and alignment over the long run.

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The purpose of this document is to accomplish the following: Define the IEA Conceptual Architecture. Describe the IEA Principles that stabilize the ICA. Show the relationships between elements of the IEA. Show the IEA as it relates to DOI initiatives. Depict relationships addressed by the ICA, including development of Solution Architectures.

The following sections describe the lineage of the ICA’s Principles, criteria for identifying them, summaries for each Principle, and how Principles can be applied to derive business value.

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3. Interior Conceptual Architecture (ICA) Principles

The ICA’s Principles are guided by the DOI Common Requirements Vision (CRV) that represents the embodiment of DOI strategic objectives into a single high-level set of business and IT requirements as described in Appendix A. Because these Principles represent business and integrate technology direction, the rationale and implications of each Principle are drivers and motivating factors for IEA initiatives and priorities. The Principles guide the implementation of technology to meet Interior-wide requirements, as well as guide decision-making to maximize business benefit and the adaptability of the IT environment. Initiatives aligned with Principle implications provide visibility into the agency’s business needs to ensure proper sequencing, as well as to provide insight into dependencies among projects. The development of blueprints is influenced by Principle values – ensuring a consistent and stable set of ideas to be implemented and supported by future initiatives.

3.1 Effective Principles Criteria

Architectural principles reflect the basic beliefs that shape decisions and guide actions needed to develop and utilize the enterprise architecture in support of the DOI mission.

There are five (5) criteria that distinguish effective principles. They are:

Criteria Explanation

Understandable The underlying tenets of the principles can be quickly grasped and understood by individuals throughout the enterprise. The intention of the principle is clear and unambiguous so that violations, whether intentional or not, are minimized.

Robust Enforceable policies and standards can be created from the principles. Each set of principles should be sufficiently definitive and precise for deciding a wide range of potentially controversial situations.

Complete Every potentially important principle governing the management of information and technology for the enterprise has been defined. The principles are applicable to every perceived situation.

Consistent Every word in a principle statement should be carefully chosen to ensure consistent interpretation. There may be times, however, when strict adherence to one principle may require a loose interpretation of another principle. There must be a balance of interpretations of the principles. Principles should not be contradictory to the point where adhering to one principle would violate the spirit of another.

Stable Principles should have a ''timeless'' quality about them, and be able to transcend all foreseeable changes that could occur. The principles for information and technology management need not be changed to keep pace with technology advances.

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3.2 ICA Principle History

The ICA Principles are an evolution of IEA’s Principles7 dated 1/4/2002. The DOI made great strides in applying the original principles across multiple programs and projects (e.g., Enterprise Services Network, Active Director, Data Resource Management Program, etc.). The original principles are still valid, but have been updated in response to recent direction from OMB via the FEA, expansion of E-Gov under the President’s Management Agenda, maturation of enabling technologies such as SOA, and maturation of the IEA program. As a result, some of the original 14 principles are no longer a consideration because they have become institutionalized and are considered the norm. Some have been rolled into planned actions for implementation. Yet, many have simply evolved to be more reflective of new technologies and industry practices. Evolving the principles allows us to ensure that the full spectrum of a particular belief has been effectively presented and can be instantiated throughout the Department. All changes were made considering the strategic direction of the Department and future agency benefits.

Principles addressing the value of information have not changed significantly as the need for quality information assets remains a critical aspect of DOI business success. These principles have been re-stated or slightly modified to extend the implication of the principles. Greater clarification also prevents confusion when discussing similar topics of value that have differing end results.

Some principles may sound new, but are in reality an old concept with a new focus. The “Solutions-Focused” principle may sound new, but in essence is the same focus on the value of putting customer needs first. The implications of this principle will still include strategic use of technology components, but with an understanding that the resulting composite application must satisfy the business problems requiring a solution. This principle accommodates the need for to align technology with business requirements.

The “Modular and Adaptive” principle expands on the Clinger-Cohen requirement to build modular systems whose components can deliver usable business modules in a phased approach. Going a step further, this principle addresses modules as part of a service-oriented environment. This slightly shifts the focus to a requirement to manage IT products and services from a customer perspective, building and maintaining service components that allow flexibility in their use and re-use.

The “Transformational Strategies” principle addresses the need to modernize DOI business. DOI supports an increasingly complex customer and stakeholder group. Globalization of the U.S. economy and terrorism has impacted the way Government assets must be used and protected. DOI manages four of every five acres in the United States. Modernization of DOI business processes is critical to mission performance and IEA plays an important role in understanding the business and supporting business transformation.

Table 3-3 provides a cross-walk of the prior architecture principles and the updated version that extends their value within the context of more modern practices. For each prior principle, this table explains how that factor has evolved over the past three years.

Table 3-3. Architecture Principle Cross-Walk

Prior Principle Updated Principle1. Information is valued as an Interior asset to accelerate sound decision-making, improve management, and increase accountability.

9. Information is an Interior Asset. Information is valued as an Interior asset to accelerate decision-making, improve management of operations, and increase

7 http://www.doi.gov/ocio/architecture/documents/Conceptual_Architecture_Final.doc7

Prior Principle Updated Principleaccountability.

2. Data and information must be managed and maintained as a stewardship responsibility to support the mission of the Department.

10. Data and Information StewardshipData and information must be managed and maintained as a stewardship responsibility to support the mission of Interior, including proper safeguards and defining access control.

3. Systems must be designed, acquired, developed, or enhanced such that data and processes can be effectively shared across Interior and partners.

3. Collaborative ProcessesInterior Enterprise Architecture promotes and facilitates an environment that emphasizes information sharing and the inclusive participatory rights of customers and stakeholders.

4. In considering system requirements (e.g., new functionality), the DOI should look to reuse existing components before procurement. If no components exist, purchased solutions (e.g., COTS or GOTS) should be explored before development.

4. Re-usable Products and ServicesInterior Enterprise Architecture promotes re-usable service-oriented solutions. Solution Architectures will be assembled from an agreed upon set of existing, sharable services, whenever possible.

5. IT systems should be implemented in adherence with security, confidentiality and privacy policies to assure proper safeguards and limitations for information availability and access.

10. Data and Information Stewardship Data and Information must be managed and maintained as a stewardship responsibility to support the mission of Interior, including proper safeguards and defining access control.

6. An assessment of business continuation and recovery requirements is mandatory when acquiring, developing, enhancing or outsourcing systems. Based on that assessment, appropriate disaster recovery and business continuity planning, design, testing and maintenance will take place.

- Policy and planning for this principle has been established. These activities are now institutionalized

7. A basic set of information services will be provided to all employees.

- This principle is no longer a factor for consideration, it has been superseded by Principle 1 = “Actionable” Architecture.

8. Implement an Interior-wide “interoperable network”; performing as if it were a virtual, Interior-wide Local Area Network.

- Implemented as part of the Enterprise Services Network (ESN) initiative

9. Easy and timely access to data and information is the rule rather than the exception, without security and privacy being compromised.

- Policy and planning for this principle has been established. These activities are now institutionalized

10. Business processes will be analyzed, simplified or otherwise redesigned in preparation for and during information systems enhancements, development, and implementation.

2. Transformational StrategiesInterior Enterprise Architecture provides a roadmap that facilitates Interior modernization, addressing all aspects of the business in order to achieve success in transforming the business process.

11. Interior will adopt a total cost of ownership (TCO) model for IT systems that includes lie-cycle considerations like the cost of development, implementation/transition, training, support, disaster recovery, and retirement as well as the impacts of flexibility, scalability, ease of use and reduction of integration complexity.

- Policy and planning for this principle has been established. These activities are now institutionalized and the focus of TCO is addressed and managed by several governance components, teams and programs (e.g., Enterprise Resources Program which establishes DOI-wide contract agreements, the IT Portfolio Management Division and Architecture Review Board).

12. IT solutions will use industry-proven and state-of-the-art mainstream technologies.

5. Solutions-focusedInterior Enterprise Architecture provides and promotes a customer-centric approach,

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Prior Principle Updated Principleemphasizing strategic development of interfaces that will provide flexibility in solutions and accommodate business requirements as the organization responds to change.

3.3 ICA Principle Structure

The ICA considers industry “best practices” in the selection of ICA Principles. Based on these principles, specific domains are identified and defined as appropriate for the DOI environment and as enablers of the implementation of the ICA Principles. In this regard, the ICA is an “actionable” component of the IEA by scoping architecture domains and influencing the selection of standard technologies implemented in each domain. It provides high-level guidance for the selection and utilization of DOI standard technology tools and platforms.

Adopting the set of principles should initiate a change process in information and technology-related policies and procedures to bring them into conformance with IEA. Violations of principles in an environment employing enterprise architecture generally lead to operational problems and inhibit the ability of the organization to fulfill its mission. For the purposes of the IEA, the principles will:

Provide a firm foundation for making architecture and planning decisions. Frame policies, procedures and standards. Lead the way to resolving technology conflicts.

The set of principles stands as a guide for accomplishing technology alignment with business requirements. The principles are stated, but more importantly, the rationale for each principle and the implications of their adoption are delineated. Decisions made regarding domain architecture technologies, standards, products and configurations will be traceable to these principles. ICA Principles are structured as follows:

Principle – provides a statement of core business value that will guide the decisions and actions of the Department with regard to the selection and use of technology.

Principle Rationale – provides the reasoning behind the adoption of each principle. Principle Implications - describe impacts and requirements to the architecture and technology

environment as a result of principle adoption. Related Technical Architecture Requirements – provides a tangible link to technical

architecture requirements captured by the DOI’s Common Requirements Vision document. Associated DOI Initiatives – lists IT initiatives aligned with Principles. This list should not be

construed as exhaustive or complete, but simply demonstrates “architecture in action” by providing tangible examples of DOI initiatives planned/underway associated with each principle.

3.4 Architecture Principles

Principle 1: “Actionable” Architecture

IEA provides added value when its products and services are used to align the business, integrated to enhance mission performance, and used as a driver to improve process execution.

Rationale: IEA products and services support DOI decision-making with specific input from the business.

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IEA products and services are integrated into DOI planning processes, influencing the selection and utilization of technology.

IEA identifies business and IT performance improvement opportunities that span the department’s Bureaus, helping to drive down business costs.

Implications: IT outputs enable achievement of measurable business outcomes, creating desired results. The IEA program must foster collaborative relationships with the business community. IEA needs to assess and respond to business needs in a timely manner, obtaining information

quickly and rapidly deploying support for business process changes.

Technical Architecture Requirements8: Support major increases in productive (collaborative) teamwork including emails, file transfers,

video/audio links, secure teleconferencing, work flow processes etc. (RTA-9) Provide Web-enabled technology to enterprise solutions. (RTA-33) Provide business process management technology. (RTA-36)

Associated DOI Initiatives: Re-usable and shareable USGS Geospatial Information Services.

Improved customer services via Recreation One Stop – Recreation blueprint.

Improved financial accountability via Financial Business Management System (FBMS) - Financial Management blueprint.

Improved incident analysis and reporting via Incident Management Analysis Reporting System (IMARS) - Law Enforcement blueprint.

(Fire Program Analysis)-2 and other target systems), Wild land Fire Management blueprint.

Principle 2: Transformational Strategies

IEA provides a roadmap through Modernization Blueprints that facilitates Interior modernization, creating a line of sight through all aspects of the business in order to achieve success in business transformation.

Rationale: The use of modernization blueprints ensures that the results of enterprise architecture analysis

activities can successfully achieve desired business performance and operational change. The Methodology for Business Transformation (MBT) provides a consistent method for defining

requirements and solution services, so that all Bureaus can capture and share similar data. Bureau solution architects successfully integrate service-oriented architecture and infrastructures

across the Bureaus, providing a foundation for rapid deployment of interoperable solutions. The transformational roadmap aligns future information technology investments with Interior’s

business vision ands needs. Current and future business application development, re-usable services and infrastructure deployments are aligned to support business change.

Implications:

8 The numbered ‘Requirements for Technical Architecture (RTA-#)’ refer specifically to architecture requirements taken from the DOI Common Requirements Vision (CRV) document. The CRV features a framework that links technical architecture requirements to business information requirements, business drivers, business strategy, and environmental trends thus facilitating line-of-sight visibility between business drivers / strategy and ICA Principles / Rational / Implications.

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1. Participation of both business and IT personnel are required to ensure that each modernization activities contribute to strengthening the DOI value position to the customer community.

2. Modernization blueprints need to be understood and supported by the Department executives and lines of business in order to achieve success.

3. Guided by business strategy and drivers, modernization blueprints must be articulated in basic business language understood by all those involved in the business and IT decision-making process.

4. For consistency, standards evaluation criteria should be developed for mission transformation.5. Business modernization recommendations must include more than just IT initiatives.

Technical Architecture Requirements: Provide around-the-clock business operations and an Interior-wide systems management

capability (e.g., event alert monitoring, performance analysis, capacity planning, etc.) (RTA-6) Provide modeling standards and conventions with supporting software to drive enterprise define

and model process execution. (RTA-29) Provide strategies for integrating shared data representation, transformation, validation, querying

and administration. (RTA-18) Provide standards evaluation criteria for mission transformation. (RTA-24)

Associated DOI Initiatives: DOI-wide re-engineering of Recreation Permit processes Implementation of Wildland Fire Modernization Blueprint Implementation of Recreation Modernization Blueprint Implementation of Law Enforcement Blueprint Implementation of Financial Management Blueprint Development of Water Resources Management Blueprint Development of Human Resources Management Blueprint Development of Indian Trust Blueprint Development of Geospatial Blueprint

Principle 3: Collaborative Processes

IEA promotes an environment that emphasizes information sharing and the inclusive participatory rights of customers and stakeholders.

Rationale: A collaborative environment will effectively address cross cutting requirements in order to meet

regulatory requirements and user expectations. The establishment of collaborative environment, with support from a Governance structure and

management processes, ensures participation of all vested interest parties, appropriate approval activities, and addresses all views.

Interior’s management and decision-making will be enhanced if there is collaboration within all business and IT partners.

Implications: Success in the future depends on how well the program manages the collaboration and

interaction of all parties. Shared vision and principles, with a strategic focus on outcomes, are important to optimize

business returns from a collaborative investment.

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Guidelines, communication protocols and rules-of-engagement must be developed and managed through a cooperative governance model that is responsive to all vested parties’ priorities and policies.

EA must be followed by all organizations to strengthen the Department’s ability to provide a consistent and measurable level of service quality to customers.

Technical Architecture Requirements: Enable access and collaboration by interested parties, from multiple locations, via multiple

methods and media, to appropriate information. (RTA-3) Support, capture, store, and display interested parties’ interactions and how they prefer to interact

with Interior and its partners. (RTA-7) Support major increases in productive (collaborative) teamwork including emails, file transfers,

video/audio links, secure teleconferencing, work flow processes etc. (RTA-10)

Associated DOI Initiatives: DOI Intranet Enterprise Services Network (ESN) – foundational to collaboration within DOI Establishment of portal and collaboration product standards via Technical Reference Model

(TRM) Migration to Standard Messaging System

Principle 4: Re-usable Products and Services

IEA promotes re-usable, service-oriented solutions. Solution Architectures will be assembled from an agreed upon set of existing, sharable services from DOI and federal repositories, whenever possible.

Rationale: Maximizes investments by exploiting the use of reusable services and assets. Optimizes the use of business and IT services development resources increasing the return on

these investments. Facilitates sharing of services, systems, components and infrastructure within DOI Bureaus to

increase collaboration and information exchange. Builds strategic relationships with Federal Agencies by cooperating and participating in shared

initiatives across Federal agencies. Reduces risk by deploying reusable and shared services that have been designed for

interoperability.

Implications: Reusable services will require standards for development and use that facilitate interoperability,

while supporting Federal Enterprise Architecture principles. Procedures for evaluating reusable services will need to be established and integrated within

Governance and Change and Configuration Management processes. Services Policy must be designed to ensure that service agreements to obtain shared or reusable

services adhere to the architecture, particularly where this may impact the buy versus build economics and limit the number of qualifying services.

Security design considerations for shared services must be given the highest priority during construction and maintenance.

Changes to reused or shared services will have a broader impact.

Technical Architecture Requirements:12

Provide common application and data interoperability mechanisms to facilitate process interoperability and information exchange. (RTA-4)

Provide a serviced-oriented integration platform. (RTA-11) Provide an adaptable, flexible architecture framework. (RTA-12)

Associated DOI Initiatives: Reusable/shareable Geospatial services layers (e.g., hydrography) via the USGS National Map

(e.g.,) Establishment of interoperability standards and system integration standards via the Technical

Reference Model (TRM). Re-use of federal E-Authentication services Re-use of DOI Active Directory to support single-sign on.

Principle 5: Solutions-focused Approach

IEA provides and promotes solutions-focused approach emphasizing the basic requirement to satisfy business and customer needs as the primary consideration when designing technology solutions.

Rationale: Improves customer service and satisfaction. Solutions are designed to accommodate business needs, strengthening the linkage between the

infrastructure and the business process. Utilizes a standard solution set that can be quickly assembled. Provides greater stability through standard interfaces. Allows seamless integration of data resources.

Implications: An enterprise solutions development methodology must be developed to ensure consistent

application of procedures and standards. Each solution requires understanding of the specific business purpose and customer requirements

to ensure solutions meets the expectations and needs of the intended business stakeholders. SOI platform and modularity standards and evaluation criteria need to be developed.

Technical Architecture Requirements: Provide a serviced-oriented integration platform. (RTA-11) Provide an adaptable, flexible architecture framework. (RTA-12) Provide standard technology interfaces. (RTA-13) Provide re-usable service patterns and components and monitor the return-on-investment

afforded based on usage. (RTA-19) Facilitate the creation of a SOI model that establishes the architecture foundation for Enterprise

Integration Services (EIS). (RTA-21)

Associated DOI Initiatives: Integration of numerous systems into the target FBMS via SAP’s Netweaver. Establishment of interoperability, portal, system integration standards via the Technical

Reference Model (TRM). Solution architectures developed for FBMS and IMARS by DOI CTO.

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Principle 6: Business-driven Planning

IEA establishes an IT planning foundation based on business priorities. The DOI Strategic Plan goals and outcomes provide business direction in developing key IT products and services that are defined in the IEA to support the business vision.

Rationale: The architecture has the most value when closely aligned with the Interior strategic direction

ensuring that technology investments provide maximum benefit to the Department. IT solutions exist to support the needs of the business. Therefore, the IEA must support Interior’s

vision, business strategies, plan and outcomes. Business-driven architecture can bridge and shorten the gap between changing business needs

and information technology capability. A Business driven architecture can provide a shared and common enterprise vision for the

evolution of information technology.

Implications: Architectural solution choices must be linked to business drivers. The modernization blueprint methodology must be used to guide alignment of IT with the

business strategies. The IEA must promote the establishment of joint business and technology direction and

strategies for business and IT initiatives. IEA processes must provide business and IT guidance to integrate assessments of major internal

and external business drivers and information requirements.

Technical Architecture Requirements: Provide the ability to collect, model and analyze Interior’s internal and external information

(e.g., financial, constituent, demographic) across Interior for decision-making and accountability. (RTA-2)

Enable an increase in the types and quantity of internal business metrics collected, monitored and analyzed for use by management. (RTA-4)

Plan and develop a business-driven, solutions-focused architecture as the department's enterprise architecture, establishing a business and technology blueprint and standards framework. (RTA-25)

Associated DOI Initiatives: Automated “gap” and “overlap” analysis of systems to performance outcome/measures via DOI

EA Repository (DEAR). Note: DOI systems and investments are mapped to Interior’s strategic plan within DEAR. This information is leveraged in creating modernization blueprints.

Methodology for Business Transformation (MBT) provides a structured approach for creating and implementing modernization blueprints towards improving mission performance.

Coordination with the OCIO Portfolio Management Team to establish formal interfaces and exchange of information for planning, programming and budget initiatives according to criteria specified in the Project Management Body of Knowledge (PMBOK).

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Principle 7: Modular and Adaptive Development

SOA facilitates the development of an IT environment that will be modular and independent ("atomic") in nature. The adaptive SOA will enable dynamic capabilities and reconfiguration of the application services to respond to business change.

Rationale: The architecture has the most value when closely aligned with the Interior strategic direction. Modular and adaptive services provide opportunities to reduce Business and IT development

costs and time. Modular and adaptive services improve the ability of systems to adapt to changing business

requirements because the changes will be isolated to affected modules and will be reconfigurable.

Enables the adaptability of the government's business processes, adding, removing, modifying or reconfiguring services with less complicated procedures.

Implications: While life cycle costs will be lower, development costs may be higher, since the analysis and

design need to consider generic use cases and implementation of additional requirements. IEA will need to establish standards and guidelines for developing modular and adaptive

solutions. The IEA must develop and provide components that are self-contained. The components will be

independent of other components: the run-time environment and source of data. The IEA must establish Business Process Planning practices that facilitate understanding of

business processes.

Technical Architecture Requirements: Provide an adaptable, flexible architecture framework. (RTA-12) Enable IT integration facilitated through an enterprise-wide, standardized infrastructure. (RTA-

17) Support modular and adaptive solutions, whether leased, purchased or developed internally.

(RTA-27)

Associated DOI Initiatives: Automated “discovery” of re-usable/shareable services via DEAR. Note: DOI systems and

investments are mapped to the OMB Service Reference Model (SRM) to identify potential service re-use/sharing opportunities. This information is leveraged in creating modernization blueprints.

MBT- Solution Architecture Design Criteria - A cohesive set of architecture artifacts (based upon the FEA reference models) are being incorporated into information technology planning, programming and budgeting activities. This enables consistent use of modular functionality across IT investments.

Principle 8: Federated Program Management

The IEA program supports the implementation of policy and architecture, accommodating the need for Bureau-unique functionality and business requirements. The IEA program is supported by a methodology and system of governance that promotes optimal outcomes across a highly diversified set of Bureau mission areas.

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Rationale: A federated system of governance can optimize outcomes across the enterprise. The Federated principle guides the implementation of solutions to meet Interior-wide

requirements, as well as guides decision-making to maximize business benefit to each individual Bureau.

The federated environment and management structure establishes a framework for business and information technology promotes better results.

Implications: Bureaus will continue to manage their own business and information technology strategy,

development, implementation and support, but in cross-cutting initiatives federated principles should apply.

The IEA needs to ensure that federated activities of Interior’s business and IT are managed in a way that maintains a cohesive environment.

Policies for federated governance and management are needed to establish authority and requirements for compliance and participation.

DOI governance objectives need to be linked to and supported by information management objectives.

A Governance Risk Management Plan that identifies governance risks and appropriate risk mitigation actions should be developed, implemented, regularly assessed, and updated as needed.

Enterprise Governance Change Management and Communication Plans to support DOI governance objectives must be established and monitored.

The change management plan should be linked to the Risk Management Plan.

Technical Architecture Requirements: Provide Web-enabled access to enterprise solutions. (RTA-16) Enable IT integration facilitated through an enterprise-wide, standardized infrastructure. (RTA-

17) Provide strategies for integrating shared data representation, transformation, validation, querying

and administration. (RTA-18) Support the implementation of roles-based access integration. (RTA-22_ Support the development or acquisition of a repository for housing shareable services. (RTA-23)

DOI Initiatives: Automated analysis of bureau-unique and cross-cutting functions and supporting

systems/investments via DEAR. Note: DOI systems and investments are mapped to the DOI Business Reference Model (BRM) to identify potential “gaps” and “overlaps” in functionality. This information is leveraged in creating modernization blueprints.

The DOI Governance bodies, with representatives from all bureaus and offices, support the integration of federated activities. These groups are supported by web-enabled sites with access to enterprise solutions and DEAR.

Principle 9: Information is an Interior asset.

Information is valued as an Interior asset to accelerate decision-making, improve management of operations, and increase accountability.

Rationale: The value of information is not realized if it is held in isolated pockets.

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Information must be shared to maximize effective decision-making across lines of business and with partners.

Information is necessary for analysis, modification, and deployment of new activities to accelerate business process cycles.

Increased access leads to improved integrity and relevance of data.

Implications: Need to promote interoperable information management, such as data warehouses and data

access methods that facilitate information availability for decision-making. Standardized data and data harmonization will be required to facilitate information exchange. Information needs to be structured for easy access and management, timely availability, and use. Metadata (information about the data, such as source, units of measurement, and collection

methods, accuracy and integrity) will need to be developed, measured and made available. Information management objectives should be linked to DOI and bureau strategic and

operational outcome objectives. DOI information management objectives need to be linked to and supported by governance

activities and objectives.

Technical Architecture Requirements: Provide the ability to collect, model and analyze Interior’s internal and external information that

needs to be used across Interior for decision-making and accountability (e.g., financial, constituent and demographic information). (RTA-2)

Provide strategies for integrating shared data representation, transformation, validation, querying and administration. (RTA-18)

Provide common application and data interoperability mechanisms to facilitate process interoperability and information exchange. (RTA-4)

Support information exchange management, including XML schemas and XML repository. (RTA-9)

Associated DOI Initiatives: FEA DRM participation (Note: DOI was only federal agency cited in OMB DRM Version 1.0). Establishment and continued evolvement of the Recreation XML standard. Continued evolvement of the DOI Data Reference Model (DRM). Currently the model spans

multiple business areas (e.g., law enforcement, Indian Trust, Wildland Fire, etc.) On-going data architecture governance through the Data Advisory Committee. Establishment of the DOI Data Resources Management Framework which provides policies and

procedures for establishing data standards and data management. Continued updating of the DOI TRM which identifies standards and product specifications

which support seamless data exchange (i.e., XML). Implementation of the Common Alert Protocol (CAP) for exchanging information on incident

alerts.

Principle 10: Data and Information Stewardship

Data and information must be managed and maintained by assigned stewardship responsibilities to support the mission of Interior.

Rationale:

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Data is a resource important to the accomplishment of Interior’s work. Like natural resources, data needs stewards who are responsible for its valuation, preservation, security, access and utilization across Interior and with the public.

Data stewards will promote common business rules, which would facilitate information sharing and improve data integrity.

Implications: Recognition that business area personnel need to be responsible for stewardship of the data and

the commitment of the resources necessary to make stewardship happen. Stewardship includes responsibility for clarification of the data’s meaning, content, and reuse. Stewardship includes responsibility for managing data’s consistency, timeliness, accuracy and

completeness. The scope of stewardship must be very sensitive to the sources and uses of the information,

ensuring security, confidentiality and privacy are protected. A fully staffed Data Steward Program is needed to oversee development and management of data

integrity, accuracy and accessibility. Supporting policies regarding security, privacy, confidentiality, information sharing, information

integrity, utility and data relevance must be developed and implemented. Training should be developed and provided to support the data stewardship program. Data stewardship responsibilities and achievements should be reflected in annual individual

performance evaluations. Meta data must be managed.

Technical Architecture Requirements: Support a shared data, information, and records infrastructure environment that provides flexible

access to a consolidated data source. (RTA-1) Provide data defined with standard definitions and stored in a common repository that is

maintained by assigned data stewards. (RTA-28)

DOI Initiatives: DOI Stewardship Program. Data Advisory Committee.

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4. Derivation of Business Value from ICA Principles

This section describes how the ICA Principles defined in the previous section influence Interior capital investment planning, solution development, and IT infrastructure planning. The ICA Principles are based on the Interior’s CRV which defines Environmental Trends, Business Strategies, Business Drivers, and Business Information Requirements. These trends and requirements are made ‘actionable’ by translating the business requirements into CRV Requirements for Technical Architecture that result in DOI’s Modernization Blueprint initiatives. The ICA Principles, in essence, guide and constrain the IEA’s visionary target state that each Modernization Blueprint incrementally moves the DOI towards. The Modernization Blueprints are created in accordance with a structured development methodology, the Method for Business Transformation (MBT), which integrates Architecture Governance, the FEA Reference Models, and support for Service Oriented Architectures.

Different stakeholders will view and utilize the ICA Principles in different ways with the common end goal of developing cost-effective IT that is aligned with Interior mission objectives. Consider the following stakeholders and how they can derive value from the ICA (see Table 4-4):

Table 4-4. ICA Principles Use

Stakeholder Group Use of ICA PrinciplesTarget EA development team Target EA development teams have a major impact on the way in which

detailed solutions will be defined and aligned with a target. If the target EA development team and the solution development teams use the same set of ICA Principles to guide their architectural decision, it provides the foundation for alignment and forms the foundation for enabling cross-cutting initiatives supporting a line-of-business solution across organizational boundaries.

Business Process Managers and Owners

Business process managers and owners expect to use the ICA Principles as guidelines while developing modernization blueprint segment recommendations. The modernization blueprint recommendations need to address the overall business goals and objectives translated in a meaningful way, and supported by a principle. Such that the recommendations do not become a ‘wish list’ for technology, but rather provide realistic recommendations that the DOI is willing to invest in a new initiative.

Capital Investment Planners Capital investment planners have a major impact on the way in which both the business and IT decision-makers will work together and make future investment decisions. Capital investment planners use the ICA Principles to assess the alignment of an investment with the EA. During the Capital Planning and Investment Control (CPIC) process the ICA Principles can be used as a scoring mechanism for the select and evaluate phases.

Solution Architects Solution Architects can use ICA Principles to support the migration to target architecture. Use of ICA Principles will ensure an implemented solution that takes into account design (security, quality and performance) and infrastructure constrains, and guides the implementation of a system. The ICA provides a high-level roadmap and collection of strategic principles to achieve target architecture from the baseline architecture via the transition plan. The Solution Architecture uses this information to ensure alignment of the current systems that are being developed with the target architecture. The Solution Architecture shares knowledge and experience using the EA components as a guide to implement a specific solution.

IT Manager The ICA Principles aid the IT manager in making decisions on how to reduce the diversity of the IT infrastructure by determining how to apply enterprise licensing agreements, basic ordering agreements, desktop image standards, server and storage consolidation, and improved IT service support

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The ICA Principles act as architectural guidance in support of the MBT but also as a mechanism to integrate each of these IEA program elements. Figure 4-2 depicts the relationships between the IEA program elements.

Figure 4-2. Interior Enterprise Architecture

The IEA program facilitates the delivery of quality, cost-effective IT that enables the Interior to effectively accomplish its mission. The IEA program also meets the requirements of the Clinger-Cohen Act that specifies the need for "an integrated framework for evolving or maintaining existing information technology and acquiring new information technology to achieve the agency's strategic goals and information resources management goals." As will be described further below, the ICA Principles shape how DOI governance is formed and executed, how the IEA’s target state is envisioned, how modernization blueprints mitigate strategic gaps, how DEAR is configured, how the FEA models are interpreted and mapped, and how DOI proposes to adopt SOA.

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CRV

Sets the direction for

Interior Enterprise Architecture

InvestmentDecisions

GuidesGuides

Oversees the development

Architecture Principles

Influence decisions

AS-IS TO-BETransition Strategy

Architecture Governance

Modernization Blueprints

DEAR

Analysis and Artifacts to Build

OMB Reference

Models

SOA Strategy

Incorporated intoMBT follow

utilizes/updates

4.1 Architectural Governance

IT principles establish mandates for IT architecture and architecture governance. IT principles set the strategic role for IT, including issues such as structure, strategy alignment, culture, mission, values, norms, and balance of business-unit autonomy vs. commonality. As such IT principles, specifically the ICA Principles, set the stage for DOI Architecture Governance.

Governance is a critical aspect of successful enterprise architecture. Governance enables compliance with architecture policy and standards designed to benefit the entire organization, including IT management. As the IEA continues to mature and evolve, the governance process and structure can enable the consistent application of EA standards and product development and use.

The IEA program works closely with the Capital Planning and Investment team, as well as the Program/Project Management teams to ensure that DOI investments are carefully planned, managed, aligned and integrated into the IT environment. This enables the DOI to leverage IT assets and maximize the value of investments according to a structured technology transition plan.

The governance model seeks to address mission needs by promoting a collaborative environment, unifying business leaders and technical leaders with a process and business rule to make decisions that impact Interior’s investment portfolio. Establishing defined responsibilities and consistent communication between governance related groups is also of high importance to the success of this effort.

The Interior’s governance model also establishes critical relationships between domain-oriented governing bodies, including the Department’s business and IT leadership, e-government council, business architecture and technology management groups and several existing groups directly related to implementing this strategy. Finally, the governance model establishes and strengthens the federated relationship between Departmental governance and Bureau-based governance policy and structures to ensure alignment of investments.

Rather than creating a drastically new organization and process management structure, the DOI’s governance model builds on existing IT organizations and integrates with the ongoing IT portfolio management process. At the DOI, the governance bodies represent both business and IT and are empowered to make funding recommendations.

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Figure 4-3. DOI Governance Structure

In Figure 4-3, information shown for the FEA models are maintained and stored in the DEAR which is governed by a change control board, DEAR IPT, (not shown on above figure). Above the reference models (e.g., PRM, BRM, etc.) are the governance bodies that provide oversight for the development and use of this information.

The IBAT or Interior Business Architecture Team consists of architects and business representatives from the Bureaus. This team is responsible for recommending modernization priorities and providing research and proposals that substantiate their recommendations. The DAC or Data Advisory Committee provides a data stewardship role and includes representatives from all bureaus. Both of these teams report to the e-Gov team, which is primarily comprised of senior representatives from DOI’s business community.. The Architecture Review Board (ARB) and Chief Technology Officer’s Council (CTOC) reports to the Information Technology Management Council (ITMC) comprised of the Department and bureau Chief Information Officers. The artifacts created by the IBAT, DAC, and the CTOC are all under the general purview of the IAWG, Interior Architecture Working Group which includes all Interior Chief Architects. The ARB and CTOC currently have domain lead in the technology architecture space.

One aspect of governance responsibilities is the alignment of investments with the business direction documented in IEA artifacts. The DOI’s integrated planning process ensures that the artifacts are appropriately used at the right time in the overall process. Through the Capital Planning and Investment Cycle (CPIC), enterprise architecture artifacts are leveraged throughout the investments lifecycle as shown in Figure 4-4. The yellow boxes are enterprise architecture functions provided in support of these planning functions. The IEA also incorporates Activity Based Costing (ABC) data generated in Workforce Planning during the analysis of business processes.

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IAWG

PRM BRM SRM TRM

IBAT

e-Gov ITMC

IRB

ARB/CTOC

DRM

DAC

TETs

Figure 4-4. CPIC and Workforce Planning Relationships

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5. Modernization Blueprints

The development of Modernization Blueprints is guided, in part, by ICA Principles. Modernization Blueprints identify the current or “as-is” and target architectures with an associated transition plan. The target architecture is primarily related via a set of recommendations that can range from system retirements and interfaces to recommended business processes for re-engineering to improve mission performance. The transition plan both identifies the high-level dependencies between recommendations and provides both strategic (e.g., recommended projects requiring over 18 months to complete) and tactical (e.g., recommended projects that can be completed in less than a year and absorbed within the annual O&M funding for an investment). Due to the above factors, this transition plan can be thought of as a detailed sequencing plan that contains both short-term and long term recommendations for a particular Line of Business (LoB). Modernization Blueprints contain findings and recommendations resulting from architectural analyses for a given LoB. Modernization Blueprint recommendations address data, information, and technology necessary to meet mission needs, within and across departments. For the DOI, these Modernization Blueprints are created using a structured development methodology called the Method for Business Transformation (MBT). Each blueprint is reconciled back into the overall IEA to leverage cross-cutting information sharing and services across business lines.

The following is a list of the DOI’s Modernization Blueprint efforts that are planned/underway/in the process of being implemented.

Human Resources Management Aviation Management. Financial Management. Geospatial Law Enforcement. Indian Trust Recreation Water Resource Management. Wildland Fire Management.

Methodology for Business Transformation (MBT)

The DOI approach for transforming enterprise systems from their current state to a planned target state is called the Methodology Business for Transformation (MBT). The MBT was founded on the premise that EA is primarily about business transformation. MBT features a structured process and toolset to deliver an “actionable architecture”. The MBT addresses all dimensions of a business including its stakeholders, to its strategy, to its processes, and its resources.

The MBT consists of analytic and implementation steps related to business modernization. For this reason, it is critical that the analysts, business owners, and technical specialists working with the MBT are knowledgeable about the DOI’s governance framework to ensure that the proper steps are followed, the appropriate analyses are completed, and that conclusions are sound. The MBT is supported by a robust governance structure. Decision gates are integrated into the MBT which call for active participation of DOI’s IT governance teams to ensure EA alignment. For example, between major steps in the MBT, there are review activities and acceptance decisions that must be adhered to in order for the analysts to move to the next MBT step. These review and acceptance decisions are led by the DOI governance bodies to ensure appropriate levels of oversight and compliance. ICA Principles provide overarching guidance and direction across a number of the MBT analytic and implementation steps.

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Use of the MBT provides line of sight between business drivers and implemented systems. The MBT itself consists of 12 detailed steps along with maintenance of the blueprint after implementation as illustrated in Figure 5-5. Modeling tool and repository support for the MBT is provided by the DOI’s Enterprise Architecture Repository (DEAR).

Implement Business

Transformation(1-5 years)

Maintain Architecture

(continuous)

Create the Blueprint

(6-12 months)

Figure 5-5. Modernization Blueprint Process

As a result of MBT steps, new investments may be sent to the IRB and approved as a part of DOI modernization efforts or to fill gaps in the IT portfolio between the “as is” and “to-be” architectures. It should be understood, however, that there may be other investments coming to the IRB. At a minimum, these investments need to be evaluated with regard to existing IEA artifacts as shown in step 1 of Figure 5-6.

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Approved Investment

Defined Detailed Solution

Validate SA alignment with EA

Submit SA for Approval and

Review

Provide feedback & update EA

11

22

33

44

IEA Conceptual Architecture IEA Common Requirements Vision (CRV) IEA Conceptual Architecture Principles (CAP)

Modernization Blueprints finding and recommendation Methodology for Business Transformation (MBT) DOI Enterprise Architecture Repository (DEAR)

PRM: strategy, goals, and objectives BRM: business function and processes

Obtain information about the IEA

Know about governance bodies

and planning processes

DOI Reference Models in DEAR TRM contains standards,

specifications and technologies DRM contains the Interior’s data

standards and models. System Architecture Domain Deployment Architecture Domain

Be familiar with DOI standards

E-Government Governance structure DOI business and IT governance bodies Planning processes

CRV CAP MBT DEAR

Gain skilled at using the IEA

SA – Solution ArchitectureEA -- Enterprise Architecture

Figure 5-6. Relationship between Solution Architecture and IEA

5.1 DOI Enterprise Architecture Repository (DEAR)

The DOI selected Popkin’s System Architect as the architecture modeling tool supporting the Interior’s modernization effort. As part of the Interior’s modernization blueprint effort, architecture artifacts are being reviewed and imported into the DEAR modeling tool. DEAR is a repository of integrated enterprise architecture data. The DEAR modeling tool emphasizes data integration and re-use of enterprise objects. It also features reporting capabilities that greatly expands access to integrated enterprise architecture data. DEAR has been tailored to fully support the Interior’s modernization blueprint methodology and OMB FEA reference models. DEAR features a tailored user interface, DOI-defined diagrams, 100s of DOI-defined model objects, stakeholder views, and a custom DOI framework. Further details on DEAR are provided on the IEA website9.

DEAR is the authoritative source of Interior’s application systems and architecture reference models (PRM, BRM, SRM, DRM and TRM). The DEAR is used as an analytical tool to develop modernization blueprints for specific lines of business functions (such as Recreation and Law Enforcement). In accordance with OMB FEA guidance and directives, the Interior’s major applications are mapped to the FEA models (PRM, BRM, SRM and TRM) to drive the analysis discussed above. The IEA works closely with all stakeholders and IEA sub-teams to ensure the information contained in the DEAR is accurate, current and reflects the systems’ capabilities.

The IEA Conceptual Architecture, OMB FEA reference models and the DEAR domain models are used to align detailed project specific solution architectures with the enterprise target architecture, based on concepts and principles in the ICA and artifact information available via DEAR.

9 http://www.doi.gov/ocio/architecture/dear/26

5.2 Service-Oriented Architecture (SOA) Strategy

One of the most pressing examples of a performance gap at many Federal Agencies is the demand for improved on-line business services (internal and external). Finding a solution for this gap in the context of a resource-limited operating environment depends on an Agency’s ability to see how current resources support existing business functions, as well as to envision what new resources and business processes will be needed based upon an overarching set of guiding principles, such as the ICA’s Principles. These help DOI determine when to leverage SOA and in what capacity to meet customer needs.

SOA is an application framework that takes everyday business applications and breaks them down into individual business functions and processes, called services. An SOA lets you build, deploy and integrate these services independent of applications and the computing platforms on which they run.”10

SOA is not a standard set of technologies; but in concept, an architectural principle. SOA is a method of building the mission services using proven technologies, while following the concept of establishing business and information connectivity based on reusable building blocks with standard interfaces. This concept enables DOI to expeditiously assemble parts of an integrated business solution using predefined standards-based services. The SOA architecture exploits a set of connectivity standards that allow DOI applications to access and provide services in a cohesive and managed, yet flexible environment. In a mature SOA environment, changes necessary for the implementation or provision of a service can be made without impact to its interfaces or connected services. From a business perspective, SOA is a set of services that a business wants to expose to their customers and partners or other portions of the organization. According to Gartner, SOA is a key enabler in creating horizontal services in support of e-government11. SOA allows Departments to leverage common line-of-business opportunities as well as increasing efficiencies of IT services.

Gartner estimates that more than 60% of enterprises will have adopted service orientation as the guiding principle in the design of mission-critical applications by 2008. According to a Yankee Group survey, two-thirds of early adopters say that a service-oriented architecture has reduced complexity in distributed applications, while more than three-quarters believe it has enhanced their ability to collaborate with business partners.

The adoption of a SOA results in a number of benefits:

A much more agile environment than that of a traditional isolated, stand-alone application. Well-defined services are knitted together through a loose coupling of service components. This allows any reconfiguration to be a much easier task. The achievement of this benefit is supported by the guidance of Principle 4 for re-usable products and services, and Principle 7 for modular and adaptive development.

Integration of components is simplified with the use of standard interface technologies. The achievement of this benefit is supported by the guidance of Principle 5 for solutions-focused approach using a service-oriented integration platform.

Re-use of service components and standard interfaces reduces complexity and drives down development costs by eliminating duplicate systems that are built once and leveraged. The achievement of this benefit is supported by the guidance of Principle 4 for re-usable products and services.

10 IBM Global Services http://www-128.ibm.com/developerworks/webservices/newto/11 “Guidelines for Implementing Service-Oriented Architectures in Government”, March 2005, Gartner Research

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Flexible business models enabled by increased granularity of processes (“services”). The achievement of this benefit is supported by the guidance of Principle 7 for modular and adaptive development.

Offer new services to customers without having to worry about the underlying IT infrastructure. The achievement of this benefit is supported by the guidance of Principle 7 for modular and adaptive development by developing self-contained services.

Changes the focus from technology to business solution, with more emphasis on the understanding the business problem and providing a service that innovatively meets the needs of the business user. The achievement of this benefit is supported by the guidance of Principle 5 solutions-focused approach and business-driven planning.

Helps ensure that business knowledge in legacy applications can be accessed in a new, integrated, service-oriented architecture. The achievement of this benefit is supported by the guidance of Principle 2 for transformational strategies.

Alignment of SOA investments with the enterprise architecture is a significant consideration in the implementation of an SOA. For the IEA Conceptual Architecture, OMB FEA reference models and the DEAR domain models are used to align detailed solutions with target architecture, based on concepts and principles in the ICA and artifact information available via DEAR. Figure 5-7 (from Gartner Research12) illustrates the relationships between the FEA Reference Models and SOA.

Figure 5-7. Relationship between the SOA implementation and the FEA

The identification and definition of SOA services in alignment with the enterprise architecture may be achieved using a three step approach as shown in Figure 5-8. The first major step is to identify candidate services and the flows between composite services (higher level services that are themselves made up of lower level services). In the second major step, candidate services are selected that will actually be implemented as services and develop more detailed specification including the service components that will realize them. The reason for this filtering step is to avoid the tendency to implement every capability as a service. Services require an investment and should be considered an enterprise asset and therefore should be implemented only when needed to meet the needs of the business. The third major step captures realization decisions (concurrently with steps one and two) for

12 “Guidelines for Implementing Service-Oriented Architectures in Government”, March 2005, Gartner Research28

the service components. A realization decision, for example, is to build from scratch or perhaps to build by “wrapping” an existing capability of a particular legacy application.

Figure 5-8. Identification and Definition of SOA Services

A primary source that can be used to identify candidate services via the FEA reference models is the service reference model (SRM) which provides a standard taxonomy for describing service components and capabilities. Since DOI has mapped its system and investments to the SRM in its DEAR, this information can be readily “mined” as a starting point for system developers seeking to discover potential services for re-use/sharing. The Business Reference Model (BRM) may also be leveraged to identify potential re-usable functionality/processes that can be “wrapped” and exposed via a standard interface. Finally, the PRM specifies the goals of the business through a performance model. The PRM is a source for identifying needed services that are required to support mission needs and improve mission performance.

There are several heuristics that can be applied to the process of filtering the candidate services to identify those that should truly be implemented as services. First, the service should be aligned with the needs of the business by being directly aligned to the goals identified in the PRM. In addition, the business should be willing to fund the full lifecycle implementation of the service and be willing to share it internally and externally. Second, the service should be self-contained, technology neutral and able to be combined with other services to accomplish larger business functions. The service should also have the ability to be described by an interface that hides the implementation details. Finally, the service should eliminate redundancy by being able to be used in all processes where the function the service implements is required. If a service doesn’t satisfy any one these heuristics, then it should not be implemented as a service.

For all the candidate services, a decision needs to be made about which services should be exposed. The services must be traceable back to a business goal, or it may not yield benefits required for SOA implementation. The services need to be based on a principle and meet a technical architecture requirement. Also, the services need to be used by the business stakeholder within all processes where its function is required. Finally, business goals and performance need to be measured for refinement of services or identification of new services.

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RealizationDecisions

Specificationof Services, Components, Flows

Identificationof candidate Services and Flows

Copyright IBM Corp 2005

6. Enterprise Results Guided by the DOI Conceptual Architecture

There are many Federal Agencies that are pursuing modernization. Many organizations are seeking modernization purely within their technical infrastructure. At DOI, the emphasis is first on improving mission performance and focusing on the business organization’s customers, the business organization’s strategy, and its associated business processes. Once the business organization is fully analyzed, the technology resources are then analyzed from the perspective of the business architecture. This structured method is why DOI has such a diverse array of transformation initiatives that are focused on business strategy, process, technology, and workforce.

In a planning environment that results in such a wide variety of transformation initiatives, it is critical that the federated architecture be developed using a conceptual architecture. The DOI Conceptual Architecture document establishes a set of Conceptual Architecture Principles that ensure quality and consistency in direction. The remainder of this section is designed to demonstrate putting conceptual architecture principles into action by demonstrating a range of examples that illustrate the coordinated, consistent, and integrated approach to enterprise wide change within the Department.

Principle 1: “Actionable” Architecture

Interior Enterprise Architecture provides added value when its products and services are aligned with business, integrated to enhance mission performance, and used as a driver to improve process execution. This Principle is in action in the following transformation initiatives:

Recreation – Non-Commercial Permitting: The IRB approved Recreation Blueprint includes a wide variety of business and technology recommendations. One such recommendation is to standardize the processes and systems associated with non-commercial recreation permits within the Bureaus. The Enterprise Architecture analysis and work products worked through the Recreation goals and objectives and existing business environment and concluded that the non-commercial permits processes were a target rich environment for improving the way that we do business, interact with citizens, and expend the time of field staff and technology resources. As a result, the Modernization Blueprint recommended a business process reengineering effort to more closely analyze the non-commercial recreation permits processes. The result of the BPR initiative will be the definition of a lower level architecture that standardizes the way that permits processing is handled in conjunction with the National Recreation Reservations Service and the other dimensions of the recreation business area. The end result will be an increase in mission performance and a more efficient set of business processes and technology solutions.

Financial Management – System Retirements: The IRB approved Recreation Blueprint includes a wide variety of business and technology recommendations. One such recommendation is to standardize the processes and systems associated with non-commercial recreation permits within the Bureaus. The Enterprise Architecture analysis and work products worked through the Recreation goals and objectives and existing business environment and concluded that the non-commercial permits processes were a target rich environment for improving the way that we do business, interact with citizens, and expend the time of field staff and technology resources. As a result, the Modernization Blueprint recommended a business process reengineering effort to more closely analyze the non-commercial recreation permits processes. The result of the BPR initiative will be the definition of a lower level architecture that standardizes the way that permits processing is handled in conjunction with the National Recreation Reservations Service and the other dimensions of the recreation business area. The end result will be an increase in mission performance and a more efficient set of business processes and technology solutions.

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Principle 2: Transformational

Interior Enterprise Architecture provides a roadmap through Modernization Blueprints that facilitates Interior modernization, creating a line of sight through all aspects of the business in order to achieve success in mission transformation. This Principle is in action as detailed below:

Overall Progress – A Summary of Progress by Line of Business: Overall there have been detailed Modernization Blueprints created for four lines of business within DOI. The intention of the IEA program is to incrementally work through the lines of business at DOI to modernize each area while also developing horizontal services that can be leveraged by multiple business areas. The incremental approach to enterprise modernization allows the IEA program to manage the rate of change to ensure that DOI maintains a sustainable change rate. This concept is a commercial best practice and is a recognition that organizations with high mission complexity are at risk of taking on too much modernization too quickly and therefore putting all modernization at risk.

Figure 6-9. Analysis State for Systems

The progress to date has been impressive as the business areas studied reflect major components within the Department. Figure 6-9 illustrates, above, the percentage of systems within the DOI system inventory that have been analyzed or planned to be analyzed as part of their respective lines of business. Four business areas were studied in FY2004 and five additional business areas are scheduled for study. As each business area study is complete, the enterprise architecture and transition plan is extended.

Law Enforcement – Overall Modernization: The Law Enforcement business area was studied by the Interior Enterprise Architecture team in FY2004. The resulting Modernization Blueprint included a well rounded set of transformational recommendations that include the program, system, business, and data dimensions of the business area. For example, the Blueprint concluded that there existed redundancy within existing law enforcement systems, that there were opportunities for greater integration between legacy systems, and that there are core activities performed within the Bureaus that could be standardized. The Law Enforcement analysis was not focused on aspect of the business but rather on

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business and process as well as technology and data. This is a direct result of IEA’s Methodology for Business Transformation (MBT).

Principle 3: Collaborative

Interior Enterprise Architecture promotes an environment that emphasizes the inclusive participatory rights of customers and stakeholders, rather than policies that exclude the opinions of those who have a vested interest. This Principle is in action in the following transformation initiatives:

Wildland Fire – Collaboration between Forest Service and DOI: The Wildland Fire business area is divided between several Federal Agencies with the bulk of the responsibility resting with USDA Forest Service and DOI. In FY2004, the DOI Wildland Fire business area was studied by IEA. The resulting findings and recommendations were shared with the larger Federal Wildland Fire business community and plans were put into place to leverage the DOI recommendations as part of the work stemming from the National Wildland Fire Enterprise Architecture Steering Group (NWFEASG). The Methodology for Business Transformation (MBT) is built around the principle of collaboration between organizations, stakeholders, and customer groups. As evidenced by Wildland Fire, the collaboration aspects of Enterprise Architecture analysis within DOI are of critical importance as target architectures and migration plans are assembled to modernize business areas. In the case of Wildland Fire, members of several Federal Agencies were interviewed and included in preparing the DOI Wildland Fire Blueprint. Upon completion and acceptance of the DOI Wildland Fire Blueprint, the collaboration continued to extend to newly established governance groups and the existing National fire organizations. The result is a target state architecture and transition plan that has been built in a highly collaborative setting. This ensures a better target state and a lower risk transition strategy.

Geospatial – A Bureau led Blueprint that Touches All Bureaus and Offices: Collaboration was built into the Methodology for Business Transformation (MBT) to accommodate inter-Agency business areas such as Wildland Fire as well as to accommodate inter-Agency service areas such as Geospatial. The Geospatial capability extends as a service to virtually every business area within DOI, the USDA Forest Service, and other Agencies such as EPA. By leveraging the MBT, the U.S. Geological Survey will be taking lead on developing a target state and transition plan for this widely used and heavily invested in capability. The collaboration focused lessons learned from Wildland Fire and Recreation have been incorporated into the MBT and will be leveraged heavily in the development of the Geospatial Modernization Blueprint. The result will be a more effective and more accurate target state and transition plan for Geospatial. This is a direct result of the incremental approach to developing the enterprise target architecture which affords the DOI and Bureau architects the time to incorporate lessons learned for these challenging collaborative analysis initiatives.

Principle 4: Modular, Adaptive and Reusable Services (service-oriented architecture)

Interior Enterprise Architecture promotes modular, adaptive and reusable service-oriented solutions. Service Oriented Architecture (SOA) facilitates the development of an IT environment that will be modular and independent ("atomic") in nature. The Adaptive SOA will enable dynamic capabilities and reconfiguration of the architecture services. Solution Architectures will be assembled from an agreed upon set of existing, sharable services from DOI and federal repositories, whenever possible. This Principle is in action in the following transformation initiatives:

DOI Technical Infrastructure Services: Reusable services are at the forefront of thought for the Office of the CIO (OCIO) at DOI and for the IEA program. Within the OCIO organization there have been several reusable services that have been identified for implementation in order to improve efficiency, reduce risk, and save money. These reusable services were identified by looking for

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infrastructure capabilities that were repeated often within DOI, and had very similar functions. As a result of the analysis done to identify potential reusable services, the OCIO organization is sponsoring the implementation of:

Active Directory – A single authoritative directory to replace the hundreds of existing directories.

Enterprise Services Network – Establish a single, centrally managed wide area network for the Department of the Interior.

Enterprise Messaging – Eliminate Lotus Notes Messaging and Groupwise and standardize on MS Exchange. Reduce from hundreds of messaging servers to two or three enterprise servers.

Consolidated Web Services – Reduce from hundreds (2500+) distributed web servers to a right sized enterprise hosted environment.

The establishment of these technology infrastructure services has been incorporated into the existing IEA developed Modernization Blueprints and will be a significant enabler for the other business areas as their target business architectures are approved and the associated target technology architectures are developed.

Federal e-Government Initiatives: The President’s Management Agenda places a heavy emphasis on electronic government and the idea of leveraging modern technologies to improve overall efficiency and delivery of services to citizens. DOI is impacted by 19 of the PMA e-Government initiatives including 2 of the initiatives where DOI is the managing partner (Geospatial One Stop and Recreation One Stop). Many of the PMA e-Government initiatives represent Federal standard services that can be used by many business areas within DOI. As a result, the IEA program, through its Methodology for Business Transformation, has actively incorporated these reusable services opportunities into the Modernization Blueprints. For example, the Financial Management Modernization Blueprint includes interactions between the Finance and Business Management System (FBMS) and the Federal e-Travel solution and the Federal Grants.gov solution. Another example is the Recreation Modernization Blueprint which includes a detailed depiction of interactions between the National Recreation Reservations Service and the other DOI data sources of record such as the concessionaire systems and the Recreation Information Database (RIDB).

Principle 5: Solutions-Focused

Interior Enterprise Architecture provides and promotes a solution-focused approach with standard technology components, emphasizing strategic development of interfaces that will provide flexibility in solutions and accommodate business requirements as the organization responds to change. This Principle is in action in the following transformation initiatives:

Recreation – System Interfaces: The Recreation Modernization Blueprint includes a section on legacy systems and an assessment of the overall solution necessary to meet today’s and tomorrow’s mission related challenges. The Blueprint concludes by establishing an overview of the technologies that are required to meet the Recreation mission, and then recommends the fate for many existing Recreation related system that are redundant in their capabilities. However, there are some legacy solutions that are either strictly unique to a particular function or are owned by partners or concessionaires and must continue to exist. In these instances, the Blueprint specifies interface relationships. Ultimately, the Blueprint includes a depiction of what functions should be supported by standardized technologies, a summary of the likely redundant technologies currently employed, and the strategic recommendations to establish interfaces that will draw in more information and promote data reusability. The overall systems and services model for the Recreation business area is designed to maximize the benefits to the

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citizen while providing the Federal government with a high degree of flexibility in meeting future demands.

Financial Management – System Interfaces: The Financial Management Modernization Blueprint describes a complex environment that currently includes greater than 200 systems supporting a variety of finance and business related functions. Through the Finance and Business Management System (FBMS) initiative, over 80 of the systems will be retired from service and be replaced by the FBMS solution. With the retirement of so many systems, and the planning for other systems to be integrated, there is an entirely new systems interface picture that has evolved for Financial Management. In order to accommodate the wide array of interfaces and data exchange, the target state solution is leveraging an Enterprise Application Integration (EAI) solution to provide for easier operations and to maximize the strategic flexibility for data interchange in the future.

Principle 6: Business-Driven

Interior Enterprise Architecture establishes an IT planning foundation based on business priorities. Interior’s Strategic Plan, goals and outcomes provide business direction in developing key services of the architecture that support the business vision.

The Methodology for Business Transformation (MBT) establishes a structured approach to understanding the strategic and business aspects of a business area prior to establishing the technology architecture. This structured approach to business area analysis results in a truly business-driven Modernization Blueprint. The Principle of a Business-Driven architecture is in action in the following examples of Blueprint recommendations that are tied back to the business area’s value chain:

Recreation – Results Tied to the Recreation Value Chain: Figure 6-10 depicts the Recreation functions in a value chain format (Core, Management, and Enabling/Support activities). This value chain has an overlay of the many recommendations within the Recreation Modernization Blueprint. This visual illustrates not only the portions of the Recreation business area that are impacted by the Modernization Blueprint, but also the fact that these recommendations are business-driven in that they can all be traced back to how they better enable certain aspects of the Recreation business area. For example, the standardization of non-commercial recreation permits will positively impact the Recreation Reservations and Permits functions as well as the Business Process Management Functions. Another example is that the Information Delivery Function is positively impacted by the recommendations to sync paper information content (brochures) with the content available via websites. This function is also positively impacted by the recommendation to extend market channels so that Federal recreation information is available on third party websites.

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Enabling and Support Functions

Bus

ines

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ss

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Internal Risk Management and Mitigation

Planning and Resource Allocation

Policy and Guidance Development

Core Activities

Controls and Oversight

Information Delivery

Trip Planning

Recreation Reservation and Permits

Recreation Related Sales

Customer Service

Reporting and

Information

Man

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Com

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Pla

n IT

In

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Online Entrance

Fees

Extended Market

Channels

Standardize Business

Rules

Sync with Paper

Information

Extended Metrics Use

Extend RIDB

Extend RecML

Retire Redundant Systems

Interface Concession

Systems

Standardize Permits

Leverage Available

NRRS Training

Plan for Data Stewardship

Standardize Permits

Figure 6-10. Recreation Value Chain and Blueprint Recommendations

Wildland Fire – Results Tied to the Wildland Fire Value Chain: Figure 6-11 depicts the Wildland Fire functions in a value chain format (Core, Management, and Enabling/Support activities). This value chain has an overlay of the many recommendations within the Wildland Fire Modernization Blueprint. This visual illustrates not only the portions of the Wildland Fire business area that are impacted by the Modernization Blueprint, but also the fact that these recommendations are business-driven in that they can all be traced back to how they better enable certain aspects of the Wildland Fire business area. For example, the Blueprint recommendation to coordinate integration and measurement of work is a heavy impacting recommendation as it positively impacts all core functions within the Wildland Fire business area. The same impact is also present with the recommendation to access the data available within non-Fire owned programs in order to better deliver decision support information. These recommendations are business-driven as they stem from the core Wildland Fire business functions.

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Policy and Guidance Development

Enabling and Support Functions

Sup

ply

Cha

in

Man

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Hum

an

Res

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e M

gmt

Logi

stic

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acili

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Man

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Internal Risk Management and Mitigation

Planning and Resource Allocation

Partnership Management

Core Activities

Controls and Oversight

Event Management

Fire Suppression

UseTreatments

EmergencyRestoration

MonitoringFire,

TreatmentsUse

Man

agem

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ions

Res

earc

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opm

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Mod

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Coordinate integration and measurement of all work

Standardize Inventory and Supply

Chain

E-Gov Alignment

Standardize Geo-Spatial and Infrastructure Services

Access non-fire programs available information for decision support

Cross-Agency CPIC

System Engineering

Methods

Improve Program Content Management

Figure 6-11. Wildland Fire Value Chain and Blueprint Recommendations

Principle 7: Understanding of Federated Business Models

The Interior Enterprise Architecture program supports the implementation of policy and architecture, accommodating the need for program-unique functionality and requirements. The IEA program is supported by a methodology and system of governance that promotes optimal outcomes across a highly diversified set of mission areas. This Principle is in action in the following transformation initiatives:

Bureau Led Blueprints – Coordinating Modernization at the Bureau Level: The Bureaus represent areas of specialty within DOI such as Water Management (BOR). Although there are functions within these Bureaus that are overlapped (Recreation), there main aspects of the Bureaus are specialized within their organizations. For this fact, there are Bureau sponsored Modernization Blueprints in addition to the Department sponsored studies. In FY2005-FY2006, the Bureaus have proposed to study areas such as Water Management (BOR) and Geospatial Services (USGS). These Bureau led Blueprints and the Department led Blueprints will come together to form the Federated Architecture for DOI. The federated approach to architecture is the only solution for a Department with such a widely diverse set of mission responsibilities. This Federated Architecture is overseen by an effective governance structure that includes coverage of business architecture, data architecture, performance, e-government, technology policy, and technology trends. Additionally, this governance structure is supported by integrated project teams that cover specialized tasks related to the DOI Enterprise Architecture Repository and specific technology issues. Within the Methodology for Business Transformation, there are gates instituted where Core Modernization Implementation Teams must brief, provide review time, and receive approval from these governance teams. This same methodology is in use within each of the Bureaus and their Bureau led Modernization Blueprint initiatives. As a result, there is a consistent application of methodology and governance instituted within the Department and within each Bureau. This ensures that the Bureau led Modernization Blueprints are of high quality and have been sufficiently

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vetted through the appropriate channels. Only through the common methodology and standard approach to governance can each of the Bureaus lead Modernization Blueprint initiatives that combine to form the DOI Federated Architecture.

Governance in Action – History of Governance Participation with Recreation: The Recreation Modernization Blueprint was authored in FY2004 with participation from BLM, USFWS, BOR, and NPS. Throughout the Blueprint creation process, the Interior Business Architecture Team, the Data Architecture Committee, and the Interior Architecture Working Group were all briefed periodically on interim findings, interim recommendations, and status of Blueprint development. This incremental approach to the Blueprint related briefing helped in guiding the final Blueprint as well as provided the governance teams with sufficient information to ensure that the Federated Architecture was being modified appropriately throughout the process. Once the Blueprint for Recreation was completed, the same governance teams were briefed as well as briefings being prepared and presented to the DOI e-Government Team and the DOI Investment Review Board. These last two governance groups represented a higher level of authority and visibility for the Blueprint and provided an even higher level of Federated Architecture oversight than had previously been provided. The result of this multi-tiered, incremental approach to governance briefing is an efficient development of the Recreation Modernization Blueprint with appropriate levels of governance oversight and quality guidance towards the continuing development of the DOI Federated Architecture.

Principle 8: Information is an Interior asset.

Information is valued as an Interior asset to accelerate decision-making, improve management, and increase accountability. This Principle is in action in the following transformation initiatives:

Recreation – Land Use and Planning Metrics: The Recreation Modernization Blueprint includes a finding and recommendation associated with land use metrics and their use for Recreation related planning and land use planning. This segment of the Recreation Blueprint is a good example of information being reused as an asset within DOI. The mission function of the field staff is to provide a quality recreation experience while preserving natural resources for future generations. These tasks are provided through the use of assets such as visitor centers, information brochures, shovels, signage, etc. One asset that cannot be forgotten is the information that helps decision makers in their jobs. Within the Recreation Blueprint, this was considered and applied in the recommendation to standardize the way that recreation related metrics are being gathered and used across the Bureaus. The capability to have instant and standardized information available to decision makers is a key asset in trying to provide a quality recreation experience while preserving the natural resources.

Wildland Fire – Active Fire Status: The Wildland Fire Blueprint considers the critical issue of publishing and communicating information about active fires on Federal lands. Just as use statistics are important to the Recreation community, active fire status information is critical to the livelihood of the fire fighters and citizenry that are working to protect our nation’s lands or using them. The Wildland Fire Blueprint not only identifies the criticality of this information, but also identifies issue with the current sources of record for this information and sets recommendations to establish a single source of record to ensure the dissemination of quality information on active fire status. Ensuring accuracy of such an important data asset helps the Fire community as well as other business areas like Recreation that need to inform citizens that might be affected by the associated risks.

Information Exchanges between Business Areas: The Logical Information Exchange Matrix in Figure 6-12 is patterned after the examples in A Practical Guide to Federal Enterprise Architecture published by the Federal CIO Council in February 2001. The Logical Information Exchange Matrix explains a set of information exchange instances that have been recommended via the FY2004

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Modernization Blueprints. The matrix includes information about source and destination business areas, source and destination systems, information to be exchanged, and a standard designation of interoperability from the Department of Defense’s Levels of Information Systems Interoperability (LISI) Reference Model.

Number Source Destination Information Associated Activity Source AIS Destination AIS Media LISI Event Trigger Frequency of Transmission1 DOI: Accessibility SOR DOI: Recreation Accessibility Info Update Accessibility Information TBD NRRS Electronic 3 Schedule Daily2 DOI: Facilities DOI: Recreation Recreation Facilities Pull Recreation Related Facilities FBMS NRRS Electronic 3 Schedule Daily3 DOI: Facilities DOI: Wildland Fire Fire Affected Facilities Pull Fire Affected Facilities FBMS TBD Electronic 3 Fire On Demand4 DOI: Facilities DOI: Law Enforcement Facilities of Interest Pull Law Enforcement Associated Facilities FBMS IMARS Electronic 3 Law Incident On Demand5 DOI: Land Planning DOI: Wildland Fire Land Planning Info Land Data for Fire Affected Area TBD TBD Electronic 3 Fire On Demand6 DOI: Recreation DOI: Financial Management Revenue Book Daily Revenue into G/L NRRS FBMS Electronic 3 Schedule Daily7 DOI: Recreation DOI: Financial Management Costs Book Daily Costs into G/L NRRS FBMS Electronic 3 Schedule Daily8 DOI: Recreation DOI: Wildland Fire Reservations Send Reservations Data for Fire Affected Area NRRS To Be Determined Electronic 3 Fire On Demand9 DOI: Recreation DOI: Law Enforcement Reservations Send Daily Reservations Data NRRS IMARS Electronic 3 Schedule Daily

10 DOI: Recreation DOI: Financial Management Customer Maintain Master Customer Records NRRS FBMS Electronic 3 Customer Update On Demand11 DOI: Recreation DOI: Land Planning Land Use Metrics Update Recreation Use Metrics NRRS TBD Electronic 3 Schedule Daily12 DOI: Rivers DOI: Recreation Rivers Update Rivers Data TBD NRRS Electronic 3 Schedule Daily13 DOI: Trails DOI: Recreation Trails Update Trails Data TBD NRRS Electronic 3 Schedule Daily14 DOI: Wildland Fire DOI: Recreation Active Fire Status Pull Active Fire Status TBD NRRS Electronic 3 Customer Request On Demand15 DOI: Wildland Fire DOI: Law Enforcement Active Fire Status Pull Active Fire Status TBD IMARS Electronic 3 Law Incident On Demand16 NOAA DOI: Recreation Weather Pull Weather Data for Customer Viewing TBD NRRS Electronic 3 Customer Request On Demand17 NOAA DOI: Wildland Fire Weather Pull Weather Data for Fire Affected Area TBD NRRS Electronic 3 Fire On Demand

Figure 6-12. Logical Information Exchange Matrix

In each information exchange instance within the matrix, there currently exists no such exchange of information which forces the business areas to either do without the information or to operate its own data collection and storage processes. The IEA Modernization Blueprints set forth a series of recommendations that, in part, have defined a more appropriate data sharing environment that would provide for a higher degree of usability for information that is currently residing in only one segment of the organization. By implementing the recommendations in the Modernization Blueprints, the exchange instances defined in the Logical Information Exchange Matrix will become an operational reality and the overall integration of systems and integration of business areas will be matured within DOI.

Principle 9: Data and Information Stewardship

Data and information must be managed and maintained as a stewardship responsibility to support the mission of Interior. This Principle is in action in the following transformation initiatives:

Data Stewardship – Facilities: Data stewardship is a complex issue when multiple business areas use the same type of data. Few data entities are as reused within DOI as often as the entities associated with Facilities. Business areas like Recreation (campgrounds, visitor centers), Wildland Fire (buildings at risk), Financial Management (asset depreciation), and Law Enforcement (incident locations) use Facilities data as an important aspect of their business operations. As a result, these business areas have historically maintained their own databases with this information populated multiple times, sometimes by the same field staff. The Modernization Blueprints for each of these business areas seek to return the field staff to mission related tasks and relieve them of the burden of data entry by standardizing and establishing data sharing relationships centered on Facilities. The implementation of the Finance and Business Management System (FBMS) will establish the asset source of record within DOI and the data sharing relationships established in the Modernization Blueprints will remove duplicative data entry and ensure that Facilities data is stored and managed centrally, and accessed by the field locations that require its availability. The inclusion of these enterprise recommendations within the Blueprints of each of the business areas is a critical illustration of the effectiveness of the incremental approach to Enterprise Architecture within DOI and how data stewardship is an important part of DOI modernization.

Data Stewardship – Trails: There are data subject areas, such as Trails data, where there are no accepted standards and no established sources of record. For trails data, there is a need to present this information online so that citizens can plan hikes and plan their recreation experiences on Federal lands. The lack of standards and lack of sources of record is an opportunity for DOI to provide a valuable

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service to the citizen. The Recreation Modernization Blueprint establishes a recommendation to create an official data set of data standards for trails data within DOI, and to create an official source of record for trails data within the Federal government. This is an example of an important data asset not being adequately organized and maintained so that it can be useful to citizen trip planners, recreation managers, and land use planners. The standardization of trails data includes setting trails standards, establishing trails data stewardship responsibilities, and creating a trails source of record. These work tasks are included in the Recreation Modernization Blueprint and are captured within the Recreation and the Enterprise Wide Transition Plan.

These examples are highlights of business transformation work that is on-going at the DOI. Each day, more of the business community is seeing the value of EA and asking for assistance. We have established a Business Process Transformation (BPT) Lab that lists and defines processes and services that business managers and owners can review to select EA services for their organizations. The BPT supports the use of the MBT methodology and provides access to templates for the modernization teams. We are using these tools to help establish a cultural shift toward modernization at DOI.

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7. Conclusion

The DOI has developed and instituted architectural concepts, tools and techniques that enable management of the DOI IT technology in the form of the IEA. The IEA suite comprises the CRV for enterprise requirements, ICA for enterprise principles, MBT for creating modernization blueprints, DEAR for storing and querying EA data, a Governance framework for making investment decisions, and the FEA models for reporting to OMB. The ICA Principles guide, constrain, and integrate all of these components such that a consistent target state can be communicated to throughout the Department and Bureaus for use in modernization activities. DOI’s federated environment and incremental development of modernization blueprints require the use of these principles to achieve overarching strategic and program goals.

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Appendix A: Common Requirements Vision

The original October, 15, 2001 Common Requirements Vision (CRV) document was designed to ensure that the Interior's IT products and services were aligned with the business community’s strategic direction. It served as a driving force behind the original 14 Interior Conceptual Architecture Principles13 published on January 4, 2002 which were used to guide the engineering of the Interior’s information systems and technology infrastructure. These principles have been updated in this document. The CRV is the foundation upon which subsequent components of the Interior Enterprise Architecture will be based. It is the touchstone. As shown in Figure A-13, each of the sections of the CRV (Environmental Trends, Business Strategies, Business Drivers, Business Information Requirements, and Requirements for Technical Architecture) is used to support decisions on appropriate IT investments for Interior and provide verifiable linkages to business needs.

Figure A-13. Common Requirements Vision Traceability

The CRV Framework provides the structure for an analysis of the external and internal environment trends. The framework helps to determine and organize the “motivations” drivers that affect DOI’s decision-making and its business model. Figure A-14 shows identifies a framework for organizing the an agency’s “motivations” that affect DOI’s business strategy and business drivers. The CRV then follows by identifying activities that satisfy the business drivers. The CRV is then made ‘actionable’ by translating the business requirements into Requirements for Technical Architecture that will result in DOI’s Modernization Blueprints initiatives.

13 http://www.doi.gov/ocio/architecture/documents/Conceptual_Architecture_Final.doc41

Figure A-14. Common Requirements Vision Framework

The CRV document is a foundational element of the Interior’s Enterprise Architecture (IEA) program. The IEA is Interior's response not only to the Clinger-Cohen Act but also to the intensifying business need to deliver quality, cost-effective IT that enables Interior to effectively accomplish its mission. The Clinger-Cohen Act specifies the need for "an integrated framework for evolving or maintaining existing information technology and acquiring new information technology to achieve the agency's strategic goals and information resources management goals." The IEA and associated governance processes will fulfill this requirement.

The Business Drivers, Business Information Requirements, and Requirements for Technical Architecture contained within this CRV document were derived from business trends and strategies, and should be understood and used as logical recommendations but not as absolutes. Management will always retain the control and responsibility for selecting appropriate.

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Identify influencing environmental trends; that is the major internal and external forces (e.g., policies, regulatory changes) and the important technological trends that can impact Interior’s business and program strategies.

Business DriverBusiness Driver

Business Information RequirementBusiness Information Requirement

Business StrategyBusiness Strategy

Business Responses

Major internal and external forces

Drive the business change

Each Business Driver is a "theme" that represents a related set of environmental trends and business strategies.

These become the IT and business objectives or activities that must be accomplished and done well.

WHAT is required of the technical architecture to support the business information requirements,

NOT HOW the requirements will be satisfied.

The list of business responses, plans, targets to these major environmental drivers/needs

Requirement for Technical ArchitectureRequirement for Technical Architecture

Identified activities to satisfy Business Drivers

Environmental TrendsEnvironmental Trends

WHAT information is needed?

WHO needs it?

WHEN (how often) is it needed?

WHERE does it come from?

Translate business into technical requirements

Appendix B DOI Background

DOI has one of the broadest set of mission elements assigned to a cabinet agency. These responsibilities are assigned, and in many instances, shared across DOI’s eight Bureaus and multiple field offices, and a National Business Center (NBC). As a result, the DOI performs 162 sub-functions ranging across 51 lines of business from 7 Business Areas. (See Table B-5) The DOI mission includes provisions for many diverse citizen-oriented products and services, spanning several business industries.

Due to the complexity of mission and the wide scope of business operations performed, the DOI operates in a federated manner with the Bureaus performing their individual missions under the DOI umbrella. The IEA provides a framework for developing strategies that integrate investment management processes, consolidated technologies, and advocate common processes and data standardization across all the Bureaus.

The IEA provides an integrated framework and governance process for managing the complexity of the business and evolving the DOI technology environment, enabling the DOI to meet strategic and operational goals. To be successful, the architecture must be derived from business requirements and be understood and supported by DOI senior management and the heads of the Bureaus. Developing the Interior Conceptual Architecture allows business and technology requirements to come together in a generic, principles-based perspective to establish values that will permeate all decision processes and guide the implementation of technology at DOI.

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Table B-5. DOI BRM Function Activities

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Management of Government Resources

Financial ManagementAsset and Liability Management

Management of Government Resources

Financial ManagementCollections and Receivables

Management of Government Resources

Financial Management Payments

Management of Government Resources

Financial Management Reporting and InformationReporting, Reconciliation, and Records Retention (FBMS)

RECONCILIATION (FBMS)

Management of Government Resources

Financial Management Reporting and InformationReporting, Reconciliation, and Records Retention (FBMS)

REPORTING REQUIREMENTS (FBMS)

Management of Government Resources

Financial Management Reporting and InformationReporting, Reconciliation, and Records Retention (FBMS)

RECORDS RETENTION (FBMS)

Management of Government Resources

Financial Management Reporting and InformationFinancial Management Reporting Functions

73: Prepare Financial Management Reports

Management of Government Resources

Financial Management AccountingGeneral Financial Management Functions

Management of Government Resources

Financial Management Budget and FinanceGeneral Budget and Finance Functions

60: Perform Budget Duties

Management of Government Resources

Financial Management Budget and FinanceGeneral Budget and Finance Functions

62: Perform Financial Management Operations

Management of Government Resources

Information and Technology Management

Record RetentionGeneral Records Management functions

Management of Government Resources

Information and Technology Management

System Development

Management of Government Resources

Information and Technology Management

Systems Maintenance

Management of Government Resources

Information and Technology Management

IT Infrastructure Maintenance

Management of Government Resources

Information and Technology Management

IT Security IT Security Functions 83: Secure IT

Management of Government Resources

Information and Technology Management

Lifecycle-Change Management

IT Operations, Maintenance, and Management Functions

80: Plan IT Investments

Management of Government Resources

Information and Technology Management

Lifecycle-Change Management

IT Operations, Maintenance, and Management Functions

82: Operate and Maintain IT Investments

1

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Management of Government Resources

Information and Technology Management

Information Management IT Data Administration65: Manage Information and Files

Management of Government Resources

Administrative Management

Travel

Management of Government Resources

Administrative Management

Help Desk ServicesGeneral Misc Management Support Functions

66: Provide Other Management Support Services

Management of Government Resources

Administrative Management

Security ManagementGeneral Security Management Functions

T4: Conduct Security Activities

Management of Government Resources

Administrative Management

Workplace Policy Development and Management

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Management Functions

4Q: Inventory DOI Facilities and Assess Facility Conditions

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Management Functions

4X: Manage and Operate Grounds

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Management Functions

64: Provide Facilities and Space Management Services

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Construction Functions

4K: Construct Buildings

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Construction Functions

4N: Construct Dams/Water Storage Facilities

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Construction Functions

4Y: Construct Grounds

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Construction Functions

5E: Construct Utilities

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Construction Functions

5F: Construct Roads, Bridges and Tunnels

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Construction Functions

5G: Construct All Other Structures/Non-Buildings

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Construction Functions

5M: Construct Trails

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Construction Functions

5N: Operate and Evaluate Roads

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Construction Functions

5R: Construct Recreation Facilities

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Maintenance Functions

4D: Maintain Roads

2

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Maintenance Functions

4W: Maintain grounds

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Maintenance Functions

5B: Maintain Utilities

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Maintenance Functions

5C: Maintain Buildings

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Maintenance Functions

5D: Maintain Trails

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Maintenance Functions

5H: Maintain All Other Structures/Non-Buildings

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Maintenance Functions

5J: Maintain Recreation Facilities

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Maintenance Functions

5K: Maintain Tunnels

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Maintenance Functions

5P: Operate and Evaluate Recreation Facilities

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Maintenance Functions

5Y: Perform Recreation Fee Site Deferred Maintenance

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Maintenance Functions

5Z: Maintain Bridges

Management of Government Resources

Administrative Management

Facilities, Fleet and Equipment Management

Facilities Maintenance Functions

6A: Conduct Environmental Consultations for Sustaining Biological Communities

Management of Government Resources

Supply Chain Management Goods AcquisitionGeneral Procurement Functions

63: Provide Procurement Services

Management of Government Resources

Supply Chain Management Goods AcquisitionGeneral Procurement Functions

81: Acquire IT Investments

Management of Government Resources

Supply Chain Management Inventory Control

Management of Government Resources

Supply Chain Management Logistics Management

Management of Government Resources

Supply Chain Management Services Acquisition

Management of Government Resources

Human Resource Management

Evaluation

Management of Government Resources

Human Resource Management

Pre employment (medical, testing, drug testing, etc.)

3

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Management of Government Resources

Human Resource Management

Random Drug Testing

Management of Government Resources

Human Resource Management

Vacancy Tracking

Management of Government Resources

Human Resource Management

Time and Labor Distribution

Management of Government Resources

Human Resource Management

Reporting and Metrics

Management of Government Resources

Human Resource Management

Applicant Intake and Recruiting

Staff Recruitment and Employment

Management of Government Resources

Human Resource Management

Benefits Administration DETERMINE AND PROCESS EMPLOYEE ENTITLEMENTS

Management of Government Resources

Human Resource Management

Benefits AdministrationFLOW OF INFORMATION

Management of Government Resources

Human Resource Management

Benefits AdministrationPROVIDE BASIC INFORMATION

Management of Government Resources

Human Resource Management

Discipline and Grievance

Management of Government Resources

Human Resource Management

Labor RelationsLabor Relations Functions

76: Administer Employee and Labor Relations

Management of Government Resources

Human Resource Management

Labor RelationsLabor Relations Functions

77: Administer External Civil Rights

Management of Government Resources

Human Resource Management

Labor RelationsLabor Relations Functions

78: Administer Internal Civil Rights

Management of Government Resources

Human Resource Management

Payroll Management and Expense Reimbursement

Management of Government Resources

Human Resource Management

Personnel Action Processing

Personnel Action Processing Functions

61: Support Human Resources Activities

Management of Government Resources

Human Resource Management

Position Classification and Management

Management of Government Resources

Human Resource Management

Security Clearance Management

Management of Government Resources

Human Resource Management

Training Management

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

PERSONAL PROPERTY MANAGEMENT AND FLEET FUNCTION (FBMS)

Accounting for Property (FBMS)

DEPRECIATION/AMORTIZATION PROCESS (FBMS)

Management of Government Administrative Facilities, Fleet and PERSONAL PROPERTY Accounting for Property MAINTAIN

4

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Resources (Cross-Agency)Management (Cross-Agency)

Equipment Management (Cross-Agency)

MANAGEMENT AND FLEET FUNCTION (FBMS)

(FBMS)

FINANCIAL INFORMATION ON PROPERTY PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

PERSONAL PROPERTY MANAGEMENT AND FLEET FUNCTION (FBMS)

Acquiring/Receiving of Personal Property (FBMS)

INITIAL ASSET ACQUISITION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

PERSONAL PROPERTY MANAGEMENT AND FLEET FUNCTION (FBMS)

Acquiring/Receiving of Personal Property (FBMS)

PROPERTY TRACKING AND CONTROL PROCESS-1 (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

PERSONAL PROPERTY MANAGEMENT AND FLEET FUNCTION (FBMS)

Managing Property (FBMS)

DISPOSITION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

PERSONAL PROPERTY MANAGEMENT AND FLEET FUNCTION (FBMS)

Managing Property (FBMS)

MAINTENANCE PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

PERSONAL PROPERTY MANAGEMENT AND FLEET FUNCTION (FBMS)

Managing Property (FBMS)

PROPERTY TRANSFER PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

PERSONAL PROPERTY MANAGEMENT AND FLEET FUNCTION (FBMS)

Managing Property (FBMS)

UTILIZATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

PERSONAL PROPERTY MANAGEMENT AND FLEET FUNCTION (FBMS)

Personal Property Data Exchange (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

PERSONAL PROPERTY MANAGEMENT AND FLEET FUNCTION (FBMS)

Personal Property Reporting (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

PERSONAL PROPERTY MANAGEMENT AND FLEET FUNCTION (FBMS)

Fleet Unique Tracking (FBMS)

5

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Accounting for Real Property (FBMS)

MAINTAIN PROPERTY FINANCIAL INFORMATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Accounting for Real Property (FBMS)

OPERATING EXPENSE FINANCIAL TRACKING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Accounting for Real Property (FBMS)

REAL PROPERTY CAPITALIZATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Accounting for Real Property (FBMS)

REAL PROPERTY FINANCIAL TRACKING OF TRANSFER/DISPOSAL PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Property Data Exchange (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Lease (FBMS)

OPERATING LEASE MANAGEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Lease (FBMS)

REAL PROPERTY LEASE NEEDS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Management (FBMS)

FACILITY DISPOSITION/ TRANSFER PROCESS (FBMS)

Management of Government Administrative Facilities, Fleet and REAL PROPERTY Real Property LAND

6

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Resources (Cross-Agency)Management (Cross-Agency)

Equipment Management (Cross-Agency)

FUNCTION (FBMS) Management (FBMS)

DISPOSITION/ TRANSFER PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Management (FBMS)

LAND MANAGEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Management (FBMS)

PROPERTY TRACKING & CONTROL PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Management (FBMS)

REAL PROPERTY ACQUISITION DECISION/APPROVAL PROPERTY PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Management (FBMS)

UTILIZATION MANAGEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Operations/Maintenance (FBMS)

DEFERRED MAINTENANCE NEEDS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Operations/Maintenance (FBMS)

FACILITIES OPERATIONS MANAGEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Operations/Maintenance (FBMS)

FACILITIES OPERATIONS NEEDS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Operations/Maintenance (FBMS)

FORMULATE AND APPROVE FACILITIES'

7

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

PROJECTS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Operations/Maintenance (FBMS)

MANAGE FACILITY PROJECTS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Operations/Maintenance (FBMS)

NEW CONSTRUCTION NEEDS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Operations/Maintenance (FBMS)

ROUTINE MAINTENANCE NEEDS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Operations/Maintenance (FBMS)

UNFUNDED DEFERRED MAINTENANCE TRACKING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Reporting (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Real Property Systems Management (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Government Quarters Rental, Operation, and Management (FBMS)

PAYROLL DEDUCTION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

REAL PROPERTY FUNCTION (FBMS)

Government Quarters Rental, Operation, and Management (FBMS)

QUARTERS MANAGED UNDER STATUTE 5611 (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Facilities, Fleet and Equipment Management (Cross-Agency)

Aviation Fleet Management

Fire Aircraft Operations

Management of Government Administrative Facilities, Fleet and Aviation Fleet Flight Planning

8

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Resources (Cross-Agency)Management (Cross-Agency)

Equipment Management (Cross-Agency)

Management

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Help Desk Services (Cross-Agency)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Security Management (Cross-Agency)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Local Travel (FBMS)

LOCAL TRAVEL AUDIT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Local Travel (FBMS)

LOCAL TRAVEL REIMBURSEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Local Travel (FBMS)

LOCAL TRAVEL VOUCHER PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Non-Federal Sponsored Travel (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Temporary Duty Travel Management (FBMS)

TRAVEL ADVANCE PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Temporary Duty Travel Management (FBMS)

TRAVEL ARRANGEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Temporary Duty Travel Management (FBMS)

TRAVEL AUDIT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Temporary Duty Travel Management (FBMS)

TRAVEL AUTHORIZATION PROCESS (FBMS)

9

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency) Travel (Cross-Agency)

TRAVEL FUNCTION (FBMS)

Temporary Duty Travel Management (FBMS)

TRAVEL REIMBURSEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)

TRAVEL FUNCTION (FBMS)

Temporary Duty Travel Management (FBMS)

TRAVEL VOUCHER PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)

TRAVEL FUNCTION (FBMS)

Temporary/Permanent Change of Station (FBMS)

TCS/PCS AUTHORIZATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Temporary/Permanent Change of Station (FBMS)

TCS/PCS REAL ESTATE EXCHANGE AND MOVE MANAGEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency) Travel (Cross-Agency)

TRAVEL FUNCTION (FBMS)

Temporary/Permanent Change of Station (FBMS)

TCS/PCS TRAVEL ADVANCE PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Temporary/Permanent Change of Station (FBMS)

TCS/PCS TRAVEL ARRANGEMENTS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency) Travel (Cross-Agency)

TRAVEL FUNCTION (FBMS)

Temporary/Permanent Change of Station (FBMS)

TCS/PCS TRAVEL AUDIT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Temporary/Permanent Change of Station (FBMS)

TCS/PCS TRAVEL REIMBURSEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-

Travel (Cross-Agency) TRAVEL FUNCTION (FBMS)

Temporary/Permanent Change of Station

TCS/PCS TRAVEL

10

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Agency) (FBMS)VOUCHER PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Travel Data Exchange (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Travel Reporting (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Travel (Cross-Agency)TRAVEL FUNCTION (FBMS)

Travel System Administration (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Workplace Policy Development and Management (Cross-Agency)

Human Resources Planning (FBMS)

CAREER PLANNING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Workplace Policy Development and Management (Cross-Agency)

Human Resources Planning (FBMS)

SUCCESSION PLANNING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Workplace Policy Development and Management (Cross-Agency)

Human Resources Planning (FBMS)

TRAINING PLANNING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Workplace Policy Development and Management (Cross-Agency)

Human Resources Planning (FBMS)

WORKFORCE PLANNING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Workplace Policy Development and Management (Cross-Agency)

Work Force Development (FBMS)

ADMINISTER EMPLOYEE DEVELOPMENT PROGRAM (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Workplace Policy Development and Management (Cross-Agency)

Work Force Development (FBMS)

DEVELOP TRAINING BUDGET (FBMS)

Management of Government Resources (Cross-Agency)

Administrative Management (Cross-Agency)

Workplace Policy Development and Management (Cross-Agency)

Work Force Development (FBMS)

EVALUATE DEVELOPMENT AND TRAINING ACTIVITIES (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Accounting (Cross-Agency)

CORE FINANCIAL FUNCTION (FBMS)

Core Financial System Management (FBMS)

TRANSACTION DEFINITION AND

11

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

PROCESSING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Accounting (Cross-Agency)

CORE FINANCIAL FUNCTION (FBMS)

Cost Management (FBMS)

COST DISTRIBUTION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Accounting (Cross-Agency)

CORE FINANCIAL FUNCTION (FBMS)

Cost Management (FBMS)

COST RECOGNITION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Accounting (Cross-Agency)

CORE FINANCIAL FUNCTION (FBMS)

Cost Management (FBMS)

COST SETUP AND ACCUMULATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Accounting (Cross-Agency)

CORE FINANCIAL FUNCTION (FBMS)

Cost Management (FBMS)

WORKING CAPITAL AND REVOLVING FUND ACTIVITY (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Accounting (Cross-Agency)

CORE FINANCIAL FUNCTION (FBMS)

General Ledger Management (FBMS)

GENERAL LEDGER ACCOUNT DEFINITION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Accounting (Cross-Agency)

CORE FINANCIAL FUNCTION (FBMS)

General Ledger Management (FBMS)

GENERAL LEDGER ANALYSIS AND RECONCILIATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Accounting (Cross-Agency)

CORE FINANCIAL FUNCTION (FBMS)

Financial System Data Exchange (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Accounting (Cross-Agency)

CORE FINANCIAL FUNCTION (FBMS)

Financial System Reporting (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Asset and Liability Management (Cross-Agency)

Management of Government Financial Management Budget and Finance FINANCIAL Grants Management

12

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Resources (Cross-Agency) (Cross-Agency) (Cross-Agency)ASSISTANCE FUNCTION - GRANTS (FBMS)

Data Exchange (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

FINANCIAL ASSISTANCE FUNCTION - GRANTS (FBMS)

Grants Management Reports (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

FINANCIAL ASSISTANCE FUNCTION - GRANTS (FBMS)

Post-Award (FBMS)CLOSEOUT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

FINANCIAL ASSISTANCE FUNCTION - GRANTS (FBMS)

Post-Award (FBMS)

COST ACCRUALS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

FINANCIAL ASSISTANCE FUNCTION - GRANTS (FBMS)

Post-Award (FBMS)

GRANT FINANCIAL PERFORMANCE MANAGEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

FINANCIAL ASSISTANCE FUNCTION - GRANTS (FBMS)

Post-Award (FBMS)

GRANT MODIFICATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

FINANCIAL ASSISTANCE FUNCTION - GRANTS (FBMS)

Post-Award (FBMS)

GRANT PROGRAM PERFORMANCE MANAGEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

FINANCIAL ASSISTANCE FUNCTION - GRANTS (FBMS)

Post-Award (FBMS)PAYMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

FINANCIAL ASSISTANCE FUNCTION - GRANTS (FBMS)

Pre-Award (FBMS)PRE-AWARD PROCESS- (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

FINANCIAL ASSISTANCE FUNCTION - GRANTS

Pre-Award (FBMS) REVIEW APPLICATION PROCESS

13

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

(FBMS) (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

FINANCIAL ASSISTANCE FUNCTION - GRANTS (FBMS)

Z0: Administer Assistance Grants

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Account Servicing (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Direct Loan Interface (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Loan Extension (FBMS)

LOAN ORIGINATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Portfolio Management (FBMS)

PORTFOLIO PERFORMANCE PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Portfolio Management (FBMS)

PORTFOLIO SALES PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Portfolio Management (FBMS)

PROGRAM FINANCING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Treasury Cross-Servicing (FBMS)

IDENTIFY ACCOUNTS SELECTED PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Treasury Cross-Servicing (FBMS)

MONITOR ACCOUNTS REFERRED TO THE DEBT COLLECTION CENTER (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Treasury Cross-Servicing (FBMS)

USE AN AGENCY AUTHORIZED TO CROSS-SERVICE (FBMS)

14

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Delinquent Debt Collection (FBMS)

COLLECTION ACTIONS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Delinquent Debt Collection (FBMS)

FORECLOSE AND LIQUIDATE COLLATERAL (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Delinquent Debt Collection (FBMS)

WRITE-OFFS AND CLOSE-OUTS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

DIRECT LOAN FUNCTION (FBMS)

Other Reporting Requirements (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

Funds Management (FBMS)

BUDGET EXECUTION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

Funds Management (FBMS)

FUNDS ALLOCATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

Funds Management (FBMS)

FUNDS CONTROL PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

BUDGET FORMULATION FUNCTION (FBMS)

Support for the Congressional Appropriation (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

BUDGET FORMULATION FUNCTION (FBMS)

Support of the President's Budget (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

BUDGET FORMULATION FUNCTION (FBMS)

Bureau Budget Formulation (FBMS)

DEPARTMENTAL BUDGET FORMULATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

BUDGET FORMULATION FUNCTION (FBMS)

Budget Formulation Data Exchange (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

BUDGET FORMULATION FUNCTION (FBMS)

Budget Formulation Reporting (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Budget and Finance (Cross-Agency)

BUDGET FORMULATION FUNCTION (FBMS)

Budget Preparation (FBMS)

DEPARTMENTAL BUDGET PREPARATION PROCESS

15

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

(FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Collections and Receivables (Cross-Agency)

Receipt Management (FBMS)

OFFSET PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Collections and Receivables (Cross-Agency)

Receipt Management (FBMS)

RECEIVABLE ESTABLISHMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Collections and Receivables (Cross-Agency)

Receipt Management (FBMS)

RECEIVABLE MANAGEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Collections and Receivables (Cross-Agency)

Receipt Management (FBMS)

COLLECTIONS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Collections and Receivables (Cross-Agency)

Receipt Management (FBMS)

DELINQUENT DEBT MANAGEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Collections and Receivables (Cross-Agency)

Receipt Management (FBMS)

REFUNDS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Collections and Receivables (Cross-Agency)

REVENUE COLLECTION FUNCTION (FBMS)

Leases, Rents and Royalties (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Collections and Receivables (Cross-Agency)

REVENUE COLLECTION FUNCTION (FBMS)

Fees/Taxes/Permits (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Collections and Receivables (Cross-Agency)

REVENUE COLLECTION FUNCTION (FBMS)

Miscellaneous Revenue (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Collections and Receivables (Cross-Agency)

REVENUE COLLECTION FUNCTION (FBMS)

Revenue Collection Data Exchange (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Collections and Receivables (Cross-Agency)

REVENUE COLLECTION FUNCTION (FBMS)

Revenue Collection Reporting (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Collections and Receivables (Cross-Agency)

REVENUE COLLECTION FUNCTION (FBMS)

Sale of Public Resources/Land (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)

SMARTPAY PROGRAM (FBMS)

Card Operations for Uniforms (FBMS)

PAYMENT OF BOA PROCESS (FBMS)

Management of Government Financial Management Payments (Cross-Agency)SMARTPAY PROGRAM Card Operations for REVIEW OF

16

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Resources (Cross-Agency) (Cross-Agency) (FBMS) Uniforms (FBMS)

TRANSACTION FILE PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

Card Operations for Uniforms (FBMS)

TRANSACTION FILES FROM BOA PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

Card Operations for Uniforms (FBMS)

UNIFORM CARD ISSUANCE PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)

SMARTPAY PROGRAM (FBMS)

Card Operations for Uniforms (FBMS)

UNIFORM CARD USAGE PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

Central Card Management (FBMS)

DELINQUENCY MANAGEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

Central Card Management (FBMS)

ELECTRONIC ACCOUNT GOVERNMENT LEDGER SYSTEMS (EAGLS) (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)

SMARTPAY PROGRAM (FBMS)

Central Card Management (FBMS)

GOVERNMENT CARD SERVICES UNIT (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)

SMARTPAY PROGRAM (FBMS)

Central Card Management (FBMS)

TOTAL SYSTEMS SERVICES (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

Central Card Management (FBMS)

DOI INVOICE AND PAYMENT PROCESSING (FBMS)

Management of Government Financial Management Payments (Cross-Agency)SMARTPAY PROGRAM Centrally Billed PAYMENT OF

17

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Resources (Cross-Agency) (Cross-Agency) (FBMS)Transaction Processing (FBMS)

BANK OF AMERICA INVOICE PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

Centrally Billed Transaction Processing (FBMS)

RECEIPTS OF TRANSACTIONS FILE FROM BANK OF AMERICA (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

Centrally Billed Transaction Processing (FBMS)

REVIEW OF TRANSACTION DATA PROCESS-1 (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

Employee Billed Transactions (FBMS)

LATE PAYMENT MANAGEMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

Employee Billed Transactions (FBMS)

PAYMENT OF BANK OF AMERICA BILL PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

Employee Billed Transactions (FBMS)

REVIEW OF TRANSACTION DATA PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

Integrated Card Setup (FBMS)

INTEGRATED CARD ISSUANCE PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

Integrated Card Setup (FBMS)

INTEGRATED CARD MAINTENANCE PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)SMARTPAY PROGRAM (FBMS)

SmartPay Program Data Exchange (FBMS)

Management of Government Financial Management Payments (Cross-Agency)Program Payments Recreation Payments Refund

18

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Resources (Cross-Agency) (Cross-Agency) Management

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)Payment Management (FBMS)

PAYEE INFORMATION MAINTENANCE PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)

Payment Management (FBMS)

PAYMENT CONFIRMATION AND FOLLOW-UP PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)Payment Management (FBMS)

PAYMENT EXECUTION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Payments (Cross-Agency)Payment Management (FBMS)

PAYMENT WAREHOUSING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Reporting and Information (Cross-Agency)

ENTERPRISE MANAGEMENT INFORMATION FUNCTION (FBMS)

Access to Transaction Systems (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Reporting and Information (Cross-Agency)

ENTERPRISE MANAGEMENT INFORMATION FUNCTION (FBMS)

EMIS Data Exchange (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Reporting and Information (Cross-Agency)

ENTERPRISE MANAGEMENT INFORMATION FUNCTION (FBMS)

EMIS Systems Management (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Reporting and Information (Cross-Agency)

ENTERPRISE MANAGEMENT INFORMATION FUNCTION (FBMS)

Human Resource Accountability Management (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Reporting and Information (Cross-Agency)

ENTERPRISE MANAGEMENT INFORMATION FUNCTION (FBMS)

General Reporting Capabilities (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Reporting and Information (Cross-Agency)

ENTERPRISE MANAGEMENT INFORMATION FUNCTION (FBMS)

Financial Reporting (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Reporting and Information (Cross-Agency)

ENTERPRISE MANAGEMENT INFORMATION FUNCTION (FBMS)

Management Reporting (FBMS)

Management of Government Resources (Cross-Agency)

Financial Management (Cross-Agency)

Reporting and Information (Cross-Agency)

ENTERPRISE MANAGEMENT

Performance Management (FBMS)

19

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

INFORMATION FUNCTION (FBMS)

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Pre employment (medical, testing, drug testing, etc.) (Cross-Agency)

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Random Drug Testing (Cross-Agency)

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Vacancy Tracking (Cross-Agency)

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Reporting and Metrics (Cross-Agency)

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Time and Labor Distribution (Cross-Agency)

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Applicant Intake and Recruiting (Cross-Agency)

Staff Recruitment and Employment (Cross-Agency)

Recruitment and Staffing

APPLY RECOMMENDED PAY SCALES

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Applicant Intake and Recruiting (Cross-Agency)

Staff Recruitment and Employment (Cross-Agency)

Recruitment and StaffingASSIGN EMPLOYEES

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Applicant Intake and Recruiting (Cross-Agency)

Staff Recruitment and Employment (Cross-Agency) Recruitment and Staffing

DOCUMENT RECRUITMENT AND STAFFING ACTIONS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Applicant Intake and Recruiting (Cross-Agency)

Staff Recruitment and Employment (Cross-Agency)

Recruitment and Staffing Human Resource Data Exchange

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Applicant Intake and Recruiting (Cross-Agency)

Staff Recruitment and Employment (Cross-Agency)

Recruitment and StaffingISSUE REFERRALS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Applicant Intake and Recruiting (Cross-Agency)

Staff Recruitment and Employment (Cross-Agency)

Recruitment and Staffing PREPARE STAFFING PLANS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Applicant Intake and Recruiting (Cross-Agency)

Staff Recruitment and Employment (Cross-Agency)

Recruitment and StaffingRECRUIT APPLICANTS

Management of Government Human Resource Benefits Administration Leave Processing ACCRUE LEAVE

20

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Resources (Cross-Agency)Management (Cross-Agency)

(Cross-Agency)

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Benefits Administration (Cross-Agency)

Leave Processing ADJUST LEAVE

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Benefits Administration (Cross-Agency)

Leave Processing PROCESS LEAVE

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Evaluation (Cross-Agency)

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Labor Relations (Cross-Agency)

Labor Relations Functions (Cross-Agency)

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Payroll Management and Expense Reimbursement (Cross-Agency)

Pay ProcessingADJUST PAY CALCULATIONS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Payroll Management and Expense Reimbursement (Cross-Agency)

Pay ProcessingCALCULATE AND APPLY DEDUCTIONS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Payroll Management and Expense Reimbursement (Cross-Agency)

Pay ProcessingCALCULATE GROSS PAY

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Payroll Management and Expense Reimbursement (Cross-Agency)

Pay ProcessingGENERATE PAYMENTS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Payroll Management and Expense Reimbursement (Cross-Agency)

Pay Processing MAINTAIN DATA

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Payroll Management and Expense Reimbursement (Cross-Agency)

Time and Attendance Processing

COLLECT TIME AND ATTENDANCE (T&A) DATA

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Payroll Management and Expense Reimbursement (Cross-Agency)

Time and Attendance Processing

EDIT AND CORRECT T&A DATA

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Payroll Management and Expense Reimbursement (Cross-Agency)

Time and Attendance Processing

REPORT AND RELEASE T&A DATA

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Labor Cost and Distribution

ADJUST LABOR DISTRIBUTION COSTS

Management of Government Human Resource Personnel Action Labor Cost and CAPTURE COST BY

21

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Resources (Cross-Agency)Management (Cross-Agency)

Processing (Cross-Agency)

DistributionPREDEFINED WORK UNITS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Labor Cost and Distribution

PROVIDE LABOR COST DATA FOR USE BY OTHER SYSTEMS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Labor Cost and Distribution

PROVIDE OTHER LABOR RELATED DATA FOR USE BY OTHER SYSTEMS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Labor-Management and Employee Relations

ADMINISTER INCENTIVE PROGRAMS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Labor-Management and Employee Relations

ADMINISTER LABOR RELATIONS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Labor-Management and Employee Relations

ADMINISTER PERFORMANCE MANAGEMENT

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Labor-Management and Employee Relations

CONDUCT EMPLOYEE RELATIONS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Personnel Action Administration

FINALIZE PERSONNEL ACTIONS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Personnel Action Administration

RECORDS UPKEEP

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Position Management and Classification

ANALYZE ORGANIZATION STRUCTURE

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Position Management and Classification

CLASSIFY POSITIONS

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Position Management and Classification

EVALUATE DUTIES AND RESPONSIBILITIES

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Personnel Action Processing (Cross-Agency)

Position Management and Classification

PROCESS ASSOCIATED HUMAN RESOURCES DATA

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Position Classification and Management (Cross-Agency)

22

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Security Clearance Management (Cross-Agency)

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Training Management (Cross-Agency)

Management of Government Resources (Cross-Agency)

Human Resource Management (Cross-Agency)

Discipline and Grievance (Cross-Agency)

Management of Government Resources (Cross-Agency)

Information and Technology Management (Cross-Agency)

IT Infrastructure Maintenance (Cross-Agency)

Management of Government Resources (Cross-Agency)

Information and Technology Management (Cross-Agency)

IT Security (Cross-Agency)

Management of Government Resources (Cross-Agency)

Information and Technology Management (Cross-Agency)

Lifecycle-Change Management (Cross-Agency)

Management of Government Resources (Cross-Agency)

Information and Technology Management (Cross-Agency)

Record Retention (Cross-Agency)

Management of Government Resources (Cross-Agency)

Information and Technology Management (Cross-Agency)

System Development (Cross-Agency)

Management of Government Resources (Cross-Agency)

Information and Technology Management (Cross-Agency)

Systems Maintenance (Cross-Agency)

Management of Government Resources (Cross-Agency)

Information and Technology Management (Cross-Agency)

Information Management (Cross-Agency)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Logistics Management (Cross-Agency)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Acquisition Forecasting (FBMS)

FORECASTING REQUIREMENTS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Acquisition Reporting (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Post-Award Administration (FBMS)

COMPLETION PROCESS (FBMS)

23

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Post-Award Administration (FBMS)

CONTRACT ADMINISTRATION PLANNING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Post-Award Administration (FBMS)

CONTRACT MODIFICATIONS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Post-Award Administration (FBMS)

CONTRACT MONITORING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Post-Award Administration (FBMS)

CONTRACT PAYMENT AGAINST INVOICES PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Post-Award Administration (FBMS)

PROPERTY ADMINISTRATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Post-Award Administration (FBMS)

TERMINATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Presolicitation (FBMS)

FUNDING VERIFICATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Presolicitation (FBMS)MARKET RESEARCH (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Presolicitation (FBMS)

PURCHASE REQUEST PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Presolicitation (FBMS)

REQUIREMENT DEFINITION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Presolicitation (FBMS) DETERMINE METHOD OF

24

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

PROCUREMENT PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Solicitation-Award (FBMS)

DEVELOP PROCUREMENT PLANS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Solicitation-Award (FBMS)

EVALUATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Solicitation-Award (FBMS)

NEGOTIATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Solicitation-Award (FBMS)

SOLICITATION DOCUMENT PREPARATION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Acquisition Data Exchange (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Goods Acquisition (Cross-Agency)

ACQUISITION FUNCTION (FBMS)

Procurement Systems Management (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Inventory Control (Cross-Agency)

MATERIALS INVENTORY FUNCTION (FBMS)

Inventory Disposition (FBMS)

DISPOSAL PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Inventory Control (Cross-Agency)

MATERIALS INVENTORY FUNCTION (FBMS)

Inventory Disposition (FBMS)

ISSUING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Inventory Control (Cross-Agency)

MATERIALS INVENTORY FUNCTION (FBMS)

Inventory Disposition (FBMS)

LOANING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Inventory Control (Cross-Agency)

MATERIALS INVENTORY FUNCTION (FBMS)

Inventory Undergoing Repair or in Production (FBMS)

REPAIRING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Inventory Control (Cross-Agency)

MATERIALS INVENTORY FUNCTION (FBMS)

Inventory Undergoing Repair or in Production (FBMS)

WORK-IN-PROCESS TRACKING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Inventory Control (Cross-Agency)

MATERIALS INVENTORY FUNCTION (FBMS)

Needs Determination (FBMS)

INVENTORY PLANNING PROCESS

25

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

(FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Inventory Control (Cross-Agency)

MATERIALS INVENTORY FUNCTION (FBMS)

Program Planning and Monitoring (FBMS)

MONITORING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Inventory Control (Cross-Agency)

MATERIALS INVENTORY FUNCTION (FBMS)

Program Planning and Monitoring (FBMS)

POLICIES AND STANDARDS PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Inventory Control (Cross-Agency)

MATERIALS INVENTORY FUNCTION (FBMS)

Inventory in Storage Management (FBMS)

RECEIPT AND INSPECTION PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Inventory Control (Cross-Agency)

MATERIALS INVENTORY FUNCTION (FBMS)

Inventory in Storage Management (FBMS)

STORING PROCESS (FBMS)

Management of Government Resources (Cross-Agency)

Supply Chain Management (Cross-Agency)

Services Acquisition (Cross-Agency)

Mode of Delivery - Financial Vehicles

Federal Financial Assistance

Federal Grants (Non-State)

Mode of Delivery - Financial Vehicles

Federal Financial Assistance

Direct Transfers to Individuals

Mode of Delivery - Financial Vehicles

Federal Financial Assistance

Subsidies

Mode of Delivery - Financial Vehicles

Federal Financial Assistance

Tax Credits

Mode of Delivery - Financial Vehicles

Credit and Insurance Loan Guarantees

Mode of Delivery - Financial Vehicles

Credit and Insurance Direct Loans

Mode of Delivery - Financial Vehicles

Credit and Insurance General Insurance

Mode of Delivery - Financial Vehicles

Transfers to State & Local Governments

Formula Grants

Mode of Delivery - Financial Vehicles

Transfers to State & Local Governments

State Loans

Mode of Delivery - Financial Vehicles

Transfers to State & Local Governments

Earmarked GrantsWildland Fire Grant Management

Mode of Delivery - Financial Vehicles

Transfers to State & Local Governments

Project - Competitive Grants

Mode of Delivery - Government Service Delivery

Knowledge Creation and Management

Research & DevelopmentWildland Fire Research & Development

26

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Mode of Delivery - Government Service Delivery

Knowledge Creation and Management

Advising and Consulting

Mode of Delivery - Government Service Delivery

Knowledge Creation and Management

General Purpose Data and Statistics

Mode of Delivery - Government Service Delivery

Knowledge Creation and Management

Knowledge Dissemination

Mode of Delivery - Government Service Delivery

Direct Services for Citizens Civilian Operations

Mode of Delivery - Government Service Delivery

Direct Services for Citizens Military Operations

Mode of Delivery - Government Service Delivery

Regulatory Compliance and Enforcement

Inspections & Auditing

Mode of Delivery - Government Service Delivery

Regulatory Compliance and Enforcement

Standard Setting/Reporting Guideline Development

Development of Wildland Fire Standards

Mode of Delivery - Government Service Delivery

Regulatory Compliance and Enforcement

Permits and Licensing

Mode of Delivery - Government Service Delivery

Public Goods Creation & Management

Information Infrastructure Management

Mode of Delivery - Government Service Delivery

Public Goods Creation & Management

Public Resources, Facilities & Infrastructure Management

Mode of Delivery - Government Service Delivery

Public Goods Creation & Management

Manufacturing

Mode of Delivery - Government Service Delivery

Public Goods Creation & Management

Construction

Services for Citizens Natural ResourcesAgricultural Innovation and Services

Public Resources Management

Services for Citizens Natural ResourcesWater Resource Management

Water Resource Administration

0B: Manage and Protect Aquatic Resources

Services for Citizens Natural ResourcesWater Resource Management

Water Resource Administration

47: Manage Public Resources: Water

Services for Citizens Natural ResourcesWater Resource Management

Water Resource Administration

8J: Enhance Water Supply

Services for Citizens Natural ResourcesWater Resource Management

Water Resource Administration

9C: Oversee/Administer Water Service Contracts

Services for Citizens Natural ResourcesWater Resource Management

Water Resource Administration

9D: Provide Additional Water to Meet Various Needs

Services for Citizens Natural Resources Water Resource Management

Water Resource Operations and

4C: Construct Water Conveyance Facilities

27

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Maintenance

Services for CitizensNatural Resources

Water Resource Management

Water Resource Operations and Maintenance

4E: Maintain Surface and Ground Water Systems

Services for CitizensNatural Resources

Water Resource Management

Water Resource Operations and Maintenance

4H: Operate Dams/Water Storage Facilities

Services for CitizensNatural Resources

Water Resource Management

Water Resource Operations and Maintenance

4J: Operate Conveyance Facilities

Services for CitizensNatural Resources

Water Resource Management

Water Resource Operations and Maintenance

4L: Reduce Dam Safety Risks

Services for CitizensNatural Resources

Water Resource Management

Water Resource Operations and Maintenance

4M: Maintain Water Conveyance Facilities

Services for CitizensNatural Resources

Water Resource Management

Water Resource Operations and Maintenance

5A: Maintain Dams/Water Storage Facilities

Services for Citizens Natural ResourcesWater Resource Management

Water Resource Planning22: Plan for Water and Related Resource Use

Services for CitizensNatural Resources

Water Resource Management

Water Resource Planning N5: Conduct Water Resource Development Studies

Services for Citizens Natural ResourcesWater Resource Management

Water Resource Treatments and Assessments

57: Manage Natural Resource Damage Assessment and Restoration Program to Imp-->

Services for CitizensNatural Resources

Water Resource Management

Water Resource Treatments and Assessments

8H: Reduce Salt Loading into Colorado River/Reservoir System

Services for CitizensNatural Resources

Water Resource Management

Water Resource Treatments and Assessments

8K: Implement Environmental Recommendations

Services for CitizensNatural Resources

Water Resource Management

Water Resource Treatments and Assessments

M2: Assess Water Quality

Services for CitizensNatural Resources

Water Resource Management

Water Resource Treatments and Assessments

M3: Assess Water Quantity

Services for Citizens Natural Resources Conservation, Marine and Cadastral Survey 9R: Approve Cadastral

28

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Land Management Surveys

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Cadastral SurveyJ5: Provide Cadastral Field Miles Surveys

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Cadastral SurveyJ6: Collect/Update Digital Cadastral Data

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Cultural Heritage Management

42: Manage Cultural Protection & Heritage Resources

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Cultural Heritage Management

4B: Manage/Protect Museum Items

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Cultural Heritage Management

7S: Protect/Enhance Wild and Scenic Rivers

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Cultural Heritage Management

7T: Protect/Enhance National and Scenic Historic Trails

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Cultural Heritage Management

7U: Gather/Remove Wild Horses and Burros

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Cultural Heritage Management

7V: Prepare/Hold Wild Horses and Burros

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Cultural Heritage Management

7W: Adopt Wild Horses and Burros

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Cultural Heritage Management

7Y: Treat Museum Items

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Cultural Heritage Management

8A: Acquire, Dispose, Loan Museum Items

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Cultural Heritage Management

8Y: Evaluate National And Scenic Historic Trails

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Cultural Heritage Management

8Z: Administer Cultural and Natural Heritage Grants

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Cultural Heritage Management

C7: Inventory Museum Objects

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Cultural Heritage Management

C9: Manage National Registries

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Cultural Heritage Management

D1: Process Non-Sec 106 Cultural and Paleontological Data

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Cultural Heritage Management

D3: Assess and Plan for Designated Areas

Services for Citizens Natural Resources Conservation, Marine and Cultural Heritage D8: Conduct Census of

29

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Land Management ManagementWild Horse and Burro Areas

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Cultural Heritage Management

D9: Manage/Protect Cultural and Natural Heritage Resources

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Cultural Heritage Management

E1: Monitor Wild Horse and Burro Herd Management Areas

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Cultural Heritage Management

E2: Determine Status of Cultural and Heritage Resources

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Cultural Heritage Management

R5: Transfer Technical Knowledge of Cultural and Natural Heritage Resources -->

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Cultural Heritage Management

X8: Provide Technical Assistance for Cultural and Natural Heritage Resources

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Ecosystem Management06: Recover Threatened and Endangered Species

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Ecosystem Management 7M: Conduct Endangered Species Listing Activities

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Ecosystem Management7N: Control Invasive Animals

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Ecosystem Management7P: Control Invasive Plants

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Ecosystem Management 7Q: Conserve Habitats to Support Non-Threatened and Endangered Species

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Ecosystem Management 7R: Conserve Non-Threatened and Endangered Species

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Ecosystem Management7Z: Manage Candidate Species

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Ecosystem Management A1: Inventory Ecological Sites On Rangelands/Farmlands

Services for Citizens Natural Resources Conservation, Marine and Land Management

Ecosystem Management C3: Collect, Manage and Distribute Data to Inform Decisions on Invasive

30

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Species

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Ecosystem Management

G2: Monitor Shrub/Grass/Pine Juniper (PJ) Forest Treatments

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Ecosystem Management M4: Conduct Research to Inform Decisions on Invasive Species

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Ecosystem ManagementR0: Prevent Introduction of Invasive Species

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Knowledge Advancement

L3: Provide Technical Assistance to Inform Decisions on Landscapes and Water-->

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Knowledge Advancement

L5: Conduct Research to Inform Decisions on Landscapes, Watersheds, Marine &-->

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Knowledge Advancement

L8: Conduct Research to Inform Decisions on Sustaining Biological Communities

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Knowledge Advancement M5: Conduct Research to Advance Knowledge and Inform Decisions

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Knowledge Advancement

N1: Conduct Research to Inform Decisions Non-Energy Mineral Resources

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Knowledge Advancement

N7: Conduct Research to Inform Decisions on Managing Risk from Natural Hazards

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Knowledge Advancement

Z3: Provide Technical Assistance to Inform Decisions on Managing Risk from N-->

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Knowledge Advancement53: Manage Knowledge Advancement

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Realty Management9L: Process Land Acquisitions

31

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Realty Management9M: Process Land Withdrawal Actions

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Realty Management9V: Process Land Disposals

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Realty ManagementQ4: Manage Public Land Records

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Assessments8B: Evaluate Invasive Plant Species Treatments

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Assessments8M: Conduct Environmental Consultations - Forage

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Assessments8N: Conduct Environmental Consultations - Forest

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource AssessmentsF6: Assess Alaska Minerals

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource AssessmentsG6: Evaluate Forest Resources

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource AssessmentsG7: Assess Resource Use Impacts

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource AssessmentsL4: Inventory and Assess Landscapes and Watersheds

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource AssessmentsL9: Assess Non-Invasive Species

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource AssessmentsM1: Assess Invasive Species

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Assessments

M7: Conduct Assessments to Inform Decisions on Energy Resources

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Assessments

N0: Conduct Assessments to Inform Decisions on Non-Energy Mineral Resources

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource AssessmentsN3: Evaluate Rangeland Health

Services for Citizens Natural Resources Conservation, Marine and Land Management

Resource Assessments N9: Conduct Assessments to Advance Knowledge and Inform

32

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Decisions

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Resource Compliance / Regulation

2A: Conduct Wild Horse and Burro Compliance Inspections

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Resource Compliance / Regulation

2D: Evaluate State Regulatory Programs - Coal

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Resource Compliance / Regulation

2G: Conduct Realty And Geophysical Compliance Inspections

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Resource Compliance / Regulation

2L: Inspect and Verify Non-Energy Compliance Mineral Production

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Resource Compliance / Regulation

2M: Inspect and Verify Production at Solid Mineral Sites

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Resource Compliance / Regulation

2N: Inspect Locatable Mineral Sites for Surface Management Compliance

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Compliance / Regulation

2P: Provide Forage Resource Compliance

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Compliance / Regulation

G4: Regulate Forest Product Resource Use

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management 0E: Manage Wilderness

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management0G: Process On-Shore APM/Sundry Notices

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management0P: Preserve Land and Aquatic Health

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management0W: Process Mineral Material Disposals

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management0X: Process Mining Plans of Operations

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management0Y: Process Mining Notices

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management0Z: Record/Adjudicate Mining Claims/Sites

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Resource Management 1B: Determine Mining Claim Validity/Process Mineral Patents

33

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management 1C: Manage Helium

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management1H: Administer Forest Resources

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management40: Manage Watershed Health and Landscapes

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management41: Manage Biological Communities Sustainments

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management44: Manage Public Resources: Non-Energy

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management45: Manage Public Resources: Forage

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management46: Manage Public Resources: Forest Products

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management4A: Construct Shrub/Grass/PJ/Forest Projects

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management

4G: Maintain Shrub/Grass/Pine Juniper (PJ)/Forest Projects

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management

6B: Conduct Environmental Consultations for Watersheds and Landscapes

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management7H: Restore, Control or Mitigate Disturbances to Mined Lands

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management7L: Restore Forest and Woodlands

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Management8E: Manage Project Lands

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource ManagementG0: Monitor Grazing Allotments

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource ManagementG1: Manage Forest and Woodland Commercial Sales

Services for Citizens Natural Resources Conservation, Marine and Land Management

Resource Management X5: Provide Technical Assistance to Inform

34

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Decisions on Invasive Species

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Resource Management

X6: Provide Technical Assistance to Inform Decisions on Sustaining Biologica-->

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Resource Management

Y6: Provide Technical Assistance to Inform Decisions on Non-Energy Mineral R-->

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Resource Management Z5: Provide Technical Assistance to Inform Decisions

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Resource Planning 02: Plan Landscape/Watershed Resource Management

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Planning

03: Plan/Evaluate Programs to Inform Decisions on Landscapes, Watersheds, Ma-->

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Resource Planning

04: Plan/Evaluate Programs to Inform Decisions on Managing Risk from Natural-->

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Planning05: Plan For Biological Communities

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Resource Planning

07: Plan/Evaluate Programs to Inform Decisions on Sustaining Biological Comm-->

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Planning09: Plan Wilderness Area Management

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Resource Planning 10: Develop/Review Designated Area Management Plans

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Resource Planning 11: Plan for Protection of Cultural and Natural Heritage Resources

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Planning12: Plan for Herd Management

Services for Citizens Natural Resources Conservation, Marine and Resource Planning 13: Plan/Evaluate

35

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Land ManagementPrograms to Inform Decisions on Invasive Species

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Resource Planning

17: Plan/Evaluate Programs to Inform Decisions on Energy Resources

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Planning18: Prepare Resource Use Plans

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Planning

19: Plan/Evaluate Programs to Inform Decisions on Non-Energy Mineral Resources

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Planning30: Prepare Land Use Plans

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Planning31: Prepare Land Use Plan Amendment

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Resource Planning36: Evaluate Land Use Plans

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Resource Planning

38: Plan/Evaluate Programs to Advance Knowledge and Inform Decisions

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Use Authorization 0A: Authorize Use of Cultural and Natural Heritage Resources

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Use Authorization0D: Maintain Oil and Gas Lease Authorizations

Services for Citizens Natural Resources

Conservation, Marine and Land Management

Use Authorization

0F: Process On-Shore Applications for Permits to Drill (APD) Applications

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Use Authorization0H: Process Oil and Gas Leases

Services for CitizensNatural Resources

Conservation, Marine and Land Management

Use Authorization 0M: Process Off-Shore Oil and Gas User Plans & Permits

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Use Authorization0N: Prepare Vegetation Permits and Contracts

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Use Authorization0Q: Process Coal Post Lease Actions

36

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Use Authorization0V: Process Non-Energy Mineral Licenses, Permits or Leases

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Use Authorization1D: Process Non-Energy Mineral Post Lease Actions

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Use Authorization1E: Issue Grazing Permits/Leases

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Use Authorization1S: Transfer Grazing Preferences

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Use Authorization1V: Process and Manage Right-Of-Way (ROW) Decisions

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Use Authorization1W: Issue Grazing Use Authorizations

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Collect and Manage Information for LRM

A8: Collect, Manage and Distribute Data to Inform Decisions on Fire-Adapted -->

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Collect and Manage Information for LRM

B6: Collect, Manage and Distribute Data to Inform Decisions on Landscapes, W-->

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Collect and Manage Information for LRM

C5: Collect, Manage and Distribute Data to Inform Decisions on Sustaining Bi-->

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Collect and Manage Information for LRM

F2: Collect, Manage and Distribute Data to Inform Decisions on Energy Resources

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Collect and Manage Information for LRM

F7: Collect, Manage and Distribute Data to Inform Decisions on Non-Energy Mi-->

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Collect and Manage Information for LRM

J7: Collect, Manage and Distribute Data to Inform Decisions on Managing Risk-->

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Collect and Manage Information for LRM

J8: Collect, Manage and Distribute Data To Advance Knowledge and Inform Deci-->

37

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments4F: Treat Shrub/Grass Vegetation

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments7A: Reduce Hazardous Fuels - Prescribed Fire (non-WUI)

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments7B: Reduce Hazardous Fuels - Mechanical (Non-WUI)

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments7C: Reduce Hazardous Fuels - Other Methods (Non-WUI)

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments7D: Stabilize Burned Areas

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments7E: Rehabilitate Lands Damaged by Wildland Fire

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments7F: Perform Wetland Restoration Treatment

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments7G: Perform Upland Restoration Treatment

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments7J: Perform Riparian Restoration Treatment

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments7K: Perform Marine Restoration Treatment

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments7X: Treat Cultural and Natural Heritage Resources

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments

8F: Manage Naturally Occurring Fires for Natural Resource Benefit (Wildland -->

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments8G: Treat Commercial Forests and Woodlands

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments8R: Reduce Hazardous Fuels - Prescribed Fire (WUI)

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments8S: Reduce Fuels - Mechanical (WUI)

Services for Citizens Natural ResourcesConservation, Marine and Land Management

Land Treatments8U: Reduce Hazardous Fuels - Other (WUI)

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation OperationsConduct Recreation Related Sales

38

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Operations5T: Manage and Operate Trails

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation OperationsT2: Inspect Concessions Operations

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation OperationsW0: Manage Special Events and Demonstrations

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Customer Help

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Deliver Recreation Information

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Manage Customer Feedback

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Portal User Profile Creation

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Recreation Reservations

Modify Reservation

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Recreation Reservations

Make Reservation

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Recreation Reservations

Cancel Reservation

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Recreation Reservations

Collect Reservation Request

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Recreation Reservations

Create the Reservation Request

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Retail SalesCancel Credit Card Charge

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Retail Sales Collect Cash

Services for Citizens Natural Resources Recreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and

Retail Sales Convert Cash to Money Order

39

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Information Services

Services for CitizensNatural Resources

Recreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Retail Sales Deposit Cash in Local TGA Account

Services for Citizens Natural Resources

Recreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Retail Sales

Receive Purchase and Credit Payment Information

Services for CitizensNatural Resources

Recreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Retail SalesSettle Credit Account

Services for CitizensNatural Resources

Recreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Standards Development

Services for CitizensNatural Resources

Recreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Trip Planning Management

Gather Trip Options

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

Manage Recreation Reservation and Information Services

Update Recreation Resource Inventory Availability

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

50: Manage Recreation

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Management

8P: Manage Wildlife for Recreation

Services for CitizensNatural Resources

Recreational Resource Management and Tourism

Recreation Resource Management

H8: Collect Data for Recreation Resources

Gather Recreation Information

Gather Information

Services for CitizensNatural Resources

Recreational Resource Management and Tourism

Recreation Resource Management

H8: Collect Data for Recreation Resources

Gather Recreation Information

Gather Data to Fulfill Information Request

Services for CitizensNatural Resources

Recreational Resource Management and Tourism

Recreation Resource Management

H8: Collect Data for Recreation Resources

Consolidate Recreation Information

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

General Financial Management Functions

Services for CitizensNatural Resources

Recreational Resource Management and Tourism

Recreation Resource Education and Outreach

R1: Manage Cultural And Natural Resources Exhibits

Services for Citizens Natural Resources Recreational Resource Management and Tourism

Recreation Resource Education and Outreach

S3: Provide Education and Interpretation

40

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Services

Services for CitizensNatural Resources

Recreational Resource Management and Tourism

Recreation Resource Education and Outreach

Z1: Provide Technical Assistance for Recreation

Services for Citizens Natural Resources

Recreational Resource Management and Tourism

Recreation Resource Permits

1P: Issue and Manage Special Recreation Permits for Non Commercial Use

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Permits

1Q: Issue and Manage Recreation Use Permits

Services for Citizens Natural Resources

Recreational Resource Management and Tourism

Recreation Resource Permits

1R: Issue and Manage Special Recreation Permits For Commercial Users

Services for CitizensNatural Resources

Recreational Resource Management and Tourism

Recreation Resource Permits

3A: Inspect Commercial Special Recreation Permits For Compliance

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Planning

26: Prepare and Revise Recreation Activity Plans

Services for Citizens Natural Resources

Recreational Resource Management and Tourism

Recreation Resource Planning

8X: Conduct Environmental Consultations for Recreation

Services for CitizensNatural Resources

Recreational Resource Management and Tourism

Recreation Resource Planning

H4: Evaluate Linear Recreation Management Objectives

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Planning

H7: Evaluate Recreation Areas

Services for Citizens Natural ResourcesRecreational Resource Management and Tourism

Recreation Resource Planning

J0: Assess Linear Recreation Resources

Services for CitizensEnergy

Energy Resource Management

Energy Resource Compliance and Regulation

2E: Perform Coal Compliance Inspections

Services for CitizensEnergy

Energy Resource Management

Energy Resource Compliance and Regulation

2F: Perform Oil and Gas Compliance Inspections

Services for CitizensEnergy

Energy Resource Management

Energy Resource Compliance and Regulation

2H: Ensure Compliance and Manage Assets - Mineral Revenues

Services for CitizensEnergy

Energy Resource Management

Energy Resource Lease Processing

0C: Process Oil and Gas Reservoir Drainage Cases

41

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Services for Citizens EnergyEnergy Resource Management

Energy Resource Lease Processing

0J: Process Coal and Acreage Leases

Services for Citizens EnergyEnergy Resource Management

Energy Resource Lease Processing

0L: Process Other Easements/Licenses

Services for Citizens EnergyEnergy Resource Management

Energy Resource Lease Processing

0U: Process Oil and Gas Reservoir Management Agreements

Services for Citizens EnergyEnergy Resource Management

Energy Resource Lease Processing

9U: Support Hydropower Licensing/Relicensing

Services for Citizens EnergyEnergy Resource Management

Energy Resource Management Functions

43: Manage Public Resources: Energy

Services for Citizens EnergyEnergy Resource Management

Energy Resource Research

M8: Conduct Research to Inform Decisions on Energy Resources

Services for Citizens EnergyEnergy Resource Management

Energy Resource Research

Y5: Provide Technical Assistance to Inform Decisions on Energy Resources

Services for Citizens EnergyEnergy Conservation and Preparedness

Energy Conservation- Regulation of Resource Use

0T: Regulate Energy Resource Use - Coal

Services for Citizens Energy Energy SupplyEnergy Supply - Maintain Supply

0R: Ensure Optional Value of Oil and Gas Resources

Services for Citizens Energy Energy SupplyEnergy Supply - Maintain Supply

0S: Deliver Oil to DOE for Strategic Petroleum Reserve

Services for Citizens Energy Energy ProductionEnergy Supply - Power Generation

48: Manage Public Resources: Hydropower

Services for Citizens Energy Energy ProductionEnergy Supply - Power Generation

4P: Maintain Hydropower Facilities

Services for Citizens Energy Energy ProductionEnergy Supply - Power Generation

4R: Increase Power Supply

Services for Citizens Energy Energy ProductionEnergy Supply - Power Generation

4T: Operate Power Facilities

Services for Citizens Energy Energy ProductionEnergy Supply - Power Generation

4V: Construct Hydropower Facilities

Services for CitizensEnvironmental Management

Pollution Prevention and Control

Pollution Prevention - Hazmat

3G: Process Hazmat Cost Avoidance/Recovery Cases

Services for Citizens Environmental Pollution Prevention and Pollution Prevention - 8W: Mitigate Hazmat

42

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Management Control Hazmat Risk Sites

Services for CitizensEnvironmental Management

Pollution Prevention and Control

Pollution Prevention - Hazmat

J1: Assess Risk To Public From Natural And Man Made Hazards

Services for CitizensEnvironmental Management

Pollution Prevention and Control

Pollution Prevention - Hazmat

J3: Assess Hazmat Sites

Services for Citizens

Environmental Management

Pollution Prevention and Control

Pollution Prevention - Hazmat

N8: Conduct Assessments to Inform Decisions on Managing Risk from Natural Ha-->

Services for CitizensEnvironmental Management

Environmental Remediation

Environmental Remediation Functions

3F: Evaluate AML Remediation

Services for Citizens

Environmental Management

Environmental Remediation

Environmental Remediation Functions

8V: Remediate Abandoned Mine Land (AML) and Physical Safety Hazards

Services for CitizensEnvironmental Management

Environmental Monitoring and Forecasting

Environmental Monitoring and Forecasting (Air) Functions

8D: Conduct Environmental Consultations - Energy

Services for Citizens

Environmental Management

Environmental Monitoring and Forecasting

Environmental Monitoring and Forecasting (Air) Functions

8L: Conduct Environmental Consultations - Non-Energy

Services for CitizensEnvironmental Management

Environmental Monitoring and Forecasting

Environmental Monitoring and Forecasting (Air) Functions

B4: Assess Air Quality

Services for Citizens Law Enforcement Criminal ApprehensionCriminal Apprehension Functions

T1: Conduct Non-Drug Investigative Activities

Services for Citizens Law Enforcement Criminal ApprehensionCriminal Apprehension Functions

T6: Conduct Drug Enforcement Activities

Services for Citizens Law Enforcement Citizen ProtectionCitizen Protection Functions

T0: Conduct Patrol Enforcement Activities

Services for CitizensLaw Enforcement Citizen Protection

Citizen Protection Functions

52: Manage the Protection of Lives, Resources, and Property

Services for CitizensLaw Enforcement Crime Prevention

Crime Prevention Functions

37: Plan for Public Health/Safety and Property Protection

Services for Citizens Law Enforcement Crime PreventionCrime Prevention Functions

6X: Mitigate Other Hazards

Services for Citizens Law Enforcement Property Protection Property Protection Functions

3H: Ensure Safety Compliance in DOI

43

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Facilities/Public Lands

Services for Citizens Law Enforcement Substance ControlSubstance Control Functions

Services for Citizens Law Enforcement Leadership Protection

Services for Citizens Law EnforcementCriminal Investigation and Surveillance

Litigation Support Civil Litigation Support

Services for Citizens Law EnforcementCriminal Investigation and Surveillance

Litigation SupportEvidence and Property Inventory Management

Services for Citizens Law EnforcementCriminal Investigation and Surveillance

Litigation Support 2J: Process Trespass/Unauthorized Occupancy Cases

Services for Citizens Law EnforcementCriminal Investigation and Surveillance

Regulatory ComplianceRegulatory Compliance Management

Services for Citizens Law EnforcementCriminal Investigation and Surveillance

Regulatory Compliance3E: Conduct Port Inspection Activities

Services for Citizens Law EnforcementCriminal Investigation and Surveillance

Incident Management Incident Response

Services for Citizens Law EnforcementCriminal Investigation and Surveillance

Incident Management Incident Data Capture

Services for Citizens Law EnforcementCriminal Investigation and Surveillance

Incident Management Incident Investigation

Services for Citizens Law EnforcementCriminal Investigation and Surveillance

Incident ManagementIncident Management Analysis

Services for Citizens Law EnforcementCriminal Investigation and Surveillance

Incident Management Incident Reporting

Services for Citizens Law EnforcementCriminal Investigation and Surveillance

Incident Management Incident Tracking

Services for Citizens Economic DevelopmentBusiness and Industry Development

Services for Citizens Economic Development Financial Sector Oversight

Services for Citizens Economic DevelopmentIndustry Sector Income Stabilization

Services for Citizens Economic DevelopmentIntellectual Property Protection

Services for Citizens

Community and Social Services

Community and Regional Development

General Economic Development

56: Manage Programs to Increase Economic Self-Sufficiency for Insular Areas

Services for CitizensCommunity and Social Services

Community and Regional Development

General Economic Development

N6: Assess and Evaluate Policies and Programs (Insular Areas)

44

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Services for CitizensCommunity and Social Services

Community and Regional Development

General Economic Development

Z7: Provide Financial Assistance

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust Fullfilllment1F: Process Indian Pre-Lease Actions - Coal

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust Fullfilllment1G: Process Indian Pre-Lease Actions - Non-Energy Minerals

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust Fullfilllment

1X: Provide Stewardship and Management of Trust Land and Natural Resources

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust Fullfilllment59: Provide Oversight on Indian Trust

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust Fullfilllment70: Process Litigation for Indian Trust

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust Fullfilllment9T: Manage Indian Land Consolidation

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust FullfilllmentM6: Perform Historical Trust Accounting

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust FullfilllmentP1: Manage and Preserve Trust Records

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust FullfilllmentT7: Provide Beneficiary Trust Representation Services

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust FullfilllmentU0: Provide Trust Financial Management Services

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust FullfilllmentU1: Complete Tribal Water Settlements

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust FullfilllmentU2: Determine Indian Trust Ownership

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust FullfilllmentU3: Contract Concession Operations

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust FullfilllmentU4: Administer Probate on Indian Trust Estate

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust FullfilllmentU5: Provide Indian and Alaskan Native Housing Assistance

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust FullfilllmentE0: Consult with Tribes on Cultural Heritage Resources

45

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Services for CitizensCommunity and Social Services

Community and Regional Development

Indian Trust Fullfilllment54: Manage the Fulfillment of Indian Trust Responsibilities

Services for CitizensCommunity and Social Services

Community and Regional Development

Tribal Economic Development

55: Manage the Advancement of Quality Communities for Indians & Alaskan Natives

Services for CitizensCommunity and Social Services

Community and Regional Development

Tribal Economic Development

V1: Promote Tribal Economic Development

Services for CitizensCommunity and Social Services

Community and Regional Development

Tribal Economic Development

V4: Support Tribal Government Operations

Services for CitizensCommunity and Social Services

Community and Regional Development

Tribal Economic Development

Z2: Support Indian Self Governance/Determination/Empowerment

Services for CitizensCommunity and Social Services

Home Ownership Promotion

Services for CitizensCommunity and Social Services

Postal Service

Services for CitizensCommunity and Social Services

Social Services Social Services FunctionsU6: Provide Social Services

Services for CitizensCommunity and Social Services

Social Services Social Services FunctionsZ4: Provide Community Assistance

Services for Citizens Disaster Management Emergency ResponseEmergency Response Functions

T3: Conduct Emergency Response Activities

Services for Citizens Disaster Management Emergency Response Fire Event Management

Services for Citizens Disaster Management Emergency Response Fire Fighting Operations6Z: Suppress Wildland Fires Outside the WUI

Services for Citizens Disaster Management Emergency Response Fire Fighting Operations8T: Suppress Wildland Fires in the WUI

Monitor Response

Services for Citizens Disaster Management Emergency Response Fire Fighting Operations8T: Suppress Wildland Fires in the WUI

Plan Response

Services for Citizens Disaster Management Emergency Response Fire Fighting Operations8T: Suppress Wildland Fires in the WUI

Implement Response

Services for Citizens Disaster Management Emergency Response Fire Fighting Operations8T: Suppress Wildland Fires in the WUI

Validate Fire Reported

Services for Citizens Disaster Management Emergency Response Incident AssessmentWildland Fire Incident Assessment

Services for Citizens Disaster Management Emergency ResponseTactical Weather Prediction

Services for Citizens Disaster Management Disaster Preparedness and Planning

Data collection Weather Fuels and Fire

46

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Occurrence

Services for CitizensDisaster Management

Disaster Preparedness and Planning

Environmental Monitoring and Assessment Prediction

Services for Citizens Disaster ManagementDisaster Preparedness and Planning

Fire ManagementDisaster Resource Request Response

Services for Citizens Disaster ManagementDisaster Preparedness and Planning

Fire ManagementDisaster Resource Request Review

Services for Citizens Disaster Management

Disaster Preparedness and Planning

Fire Management

A0: Monitor And Evaluate Fuels Reduction and Post-Fire Rehabilitation Treatm-->

Services for Citizens Disaster Management

Disaster Preparedness and Planning

Fire Management

X2: Provide Technical Assistance to Inform Decisions on Fire-Adapted Ecosystems

Services for Citizens Disaster Management

Disaster Preparedness and Planning

Fire Planning

00: Plan/Evaluate Programs to Inform Decisions on Fire Adapted Ecosystems

Services for Citizens Disaster ManagementDisaster Preparedness and Planning

Fire Planning8Q: Prepare for Wildland Fires

Services for Citizens Disaster Management

Disaster Preparedness and Planning

Fire Planning

L0: Conduct Assessments to Inform Decisions on Fire-Adapted Ecosystems

Services for CitizensDisaster Management

Disaster Preparedness and Planning

Fire Planning L1: Conduct Research to Inform Decisions on Fire-Adapted Ecosystems

Services for Citizens Disaster ManagementDisaster Preparedness and Planning

Fire PreparednessFire Preparedness (step down plans)

Services for Citizens Disaster ManagementDisaster Preparedness and Planning

Fire PreparednessFire Subject Matter Training

Services for Citizens Disaster ManagementDisaster Preparedness and Planning

Fire PreparednessFire/Disaster Prediciton and Modeling

Services for Citizens Disaster ManagementDisaster Preparedness and Planning

Fire Preparedness Prevention Activities

Services for Citizens Disaster ManagementDisaster Preparedness and Planning

Fire Program Management

Fire Investigations

Services for Citizens Disaster ManagementDisaster Preparedness and Planning

Fire Program Management

Fire/Injury Investigation

Services for Citizens Disaster Management Disaster Preparedness Fire Program 58: Manage Wildland

47

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

and Planning ManagementFire Management Program

Services for Citizens Disaster Management

Disaster Preparedness and Planning

Fire Program Management

6Y: Conduct Environmental Consultations - Wildland Fire

Services for Citizens Disaster ManagementDisaster Repair and Restore

Services for Citizens Disaster ManagementDisaster Monitoring and Prediction

Services for Citizens HealthConsumer Health and Safety

Services for CitizensHealth Health Care Services

Health Care Service Functions

T9: Provide Emergency Response and Health Services

Services for Citizens Health Access to Care

Services for Citizens HealthPopulation Health Management

Illness Prevention

Services for Citizens HealthPopulation Health Management

Immunization Management

Services for Citizens HealthPopulation Health Management

Public Health Monitoring

Services for Citizens Health Health Advancement

Services for Citizens Homeland SecurityBorder and Transportation Security

Services for Citizens Homeland SecurityKey Asset and Critical Infrastructure Protection

Services for Citizens Homeland Security Catastrophic Defense

Services for Citizens Education Higher Education

Services for Citizens EducationCultural and Historic Exhibition

Services for Citizens EducationCultural and Historic Preservation

Services for Citizens EducationElementary, Secondary, and Vocational Education

Elementary, Secondary, and Vocational Education Functions

U8: Provide Tribal And Alaskan Native Education

Services for Citizens Transportation Ground TransportationGround Transporation Functions

T8: Provide Transportation Services

Services for Citizens Transportation Ground TransportationGround Transporation Functions

V3: Manage Tribal Roads

48

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Services for Citizens Transportation Air Transportation

Services for Citizens Transportation Space Operations

Services for Citizens Transportation Water Transportation

Services for Citizens Workforce Management Worker SafetyWorker Safety and Education Functions

Services for Citizens Workforce Management Training and EmploymentTraining and Employment Functions

U9: Conduct Job Placement & Training

Services for Citizens Workforce ManagementLabor Rights Management

Services for CitizensLitigation and Judicial Activities

Judicial Hearings

Services for CitizensLitigation and Judicial Activities

Resolution Facilitation

Services for CitizensLitigation and Judicial Activities

Legal Defense

Services for CitizensLitigation and Judicial Activities

Legal Investigation

Services for CitizensLitigation and Judicial Activities

Legal Prosecution and Litigation

Legal Litagation Processes / Functions

69: Process Litigation for Resource Protection

Services for CitizensLitigation and Judicial Activities

Legal Prosecution and Litigation

Legal Litagation Processes / Functions

71: Process Litigation for Recreation

Services for CitizensLitigation and Judicial Activities

Legal Prosecution and Litigation

Legal Litagation Processes / Functions

72: Process Litigation for Serving Communities

Services for CitizensLitigation and Judicial Activities

Legal Prosecution and Litigation

Legal Litagation Processes / Functions

74: Process Litigation for Resource Use

Services for CitizensGeneral Science and Innovation

Space Exploration and Innovation

Services for CitizensGeneral Science and Innovation

Scientific and Technological Research and Innovation

Research Functions for Advancement of Knowledge

Services for Citizens Correctional Activities Criminal IncarcerationCriminal Incarcertation Functions

T5: Conduct Detention and Corrections Facility Activities

Services for Citizens Correctional Activities Criminal Rehabilitation

Services for CitizensDefense and National Security

Operational Defense

Services for CitizensDefense and National Security

Strategic National and Theater Defense

Services for CitizensDefense and National Security

Tactical Defense

49

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Services for Citizens Income SecurityFood and Nutrition Assistance

Services for Citizens Income Security Housing Assistance

Services for Citizens Income Security Survivor Compensation

Services for Citizens Income SecurityUnemployment Compensation

Services for Citizens Income SecurityGeneral Retirement and Disability

Services for Citizens Intelligence OperationsIntelligence Planning and Direction/Needs

Services for Citizens Intelligence Operations Intelligence Collection

Services for Citizens Intelligence OperationsIntelligence Analysis and Production

Services for Citizens Intelligence Operations Dissemination

Services for CitizensInternational Affairs and Commerce

Foreign Affairs

Services for CitizensInternational Affairs and Commerce

Global Trade

Services for CitizensInternational Affairs and Commerce

International Development and Humanitarian Aid

Support Delivery of ServicesPlanning and Resource Allocation

Capital PlanningCapital Planning and Investment Control

85: Perform Capital Planning and Project Management

Support Delivery of ServicesPlanning and Resource Allocation

Enterprise ArchitectureEnterprise Architecture Functions

84: Manage IT Architecture

Support Delivery of ServicesPlanning and Resource Allocation

Management Improvement

Support Delivery of ServicesPlanning and Resource Allocation

Strategic Planning

Support Delivery of ServicesPlanning and Resource Allocation

Budget Execution

Support Delivery of ServicesPlanning and Resource Allocation

Budget Formulation

Support Delivery of ServicesPlanning and Resource Allocation

Workforce Planning

Support Delivery of ServicesInternal Risk Management and Mitigation

Contingency Planning

Support Delivery of ServicesInternal Risk Management and Mitigation

Continuity of Operations

Support Delivery of Services Internal Risk Management Service Recovery

50

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

and Mitigation

Support Delivery of Services Controls and Oversight Corrective Action

Support Delivery of Services Controls and Oversight Program Evaluation

Support Delivery of Services Controls and Oversight Program Monitoring

Support Delivery of Services Public Affairs Customer Services

Support Delivery of Services Public Affairs Public Relations

Support Delivery of Services Public AffairsOfficial Information Dissemination

Support Delivery of Services Public Affairs Product Outreach

Support Delivery of Services Revenue Collection Debt Collection

Support Delivery of Services Revenue Collection Federal Asset Sales

Support Delivery of Services Revenue Collection User Fee Collection

Support Delivery of Services Legislative Relations Legislation Tracking

Support Delivery of Services Legislative RelationsCongressional Liaison Operations

Support Delivery of Services Legislative Relations Legislation Testimony

Support Delivery of Services Legislative Relations Proposal Development

Support Delivery of Services Regulatory Development Public Comment Tracking

Support Delivery of Services Regulatory Development Regulatory Creation

Support Delivery of Services Regulatory Development Rule Publication

Support Delivery of Services Regulatory DevelopmentPolicy and Guidance Development

Support Delivery of Services (Cross-Agency)

Controls and Oversight (Cross-Agency)

Corrective Action (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Controls and Oversight (Cross-Agency)

Program Evaluation (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Controls and Oversight (Cross-Agency)

Program Monitoring (Cross-Agency)

Support Delivery of Services (Cross-Agency)

General Government (Cross-Agency)

Executive Functions (Cross-Agency)

Department Executive Functions (Cross-Agency)

67: Perform Planning

Support Delivery of Services (Cross-Agency)

General Government (Cross-Agency)

Executive Functions (Cross-Agency)

Department Executive Functions (Cross-Agency)

68: Provide Central Leadership

Support Delivery of Services (Cross-Agency)

General Government (Cross-Agency)

Central Records and Statistics Management (Cross-Agency)

Support Delivery of Services (Cross-Agency)

General Government (Cross-Agency)

Legislative Functions (Cross-Agency)

51

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

Support Delivery of Services (Cross-Agency)

General Government (Cross-Agency)

Central Fiscal Operations (Cross-Agency)

Support Delivery of Services (Cross-Agency)

General Government (Cross-Agency)

Central Personnel Management (Cross-Agency)

Support Delivery of Services (Cross-Agency)

General Government (Cross-Agency)

Taxation Management (Cross-Agency)

Support Delivery of Services (Cross-Agency)

General Government (Cross-Agency)

Central Property Management (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Internal Risk Management and Mitigation (Cross-Agency)

Contingency Planning (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Internal Risk Management and Mitigation (Cross-Agency)

Continuity of Operations (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Internal Risk Management and Mitigation (Cross-Agency)

Service Recovery (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Legislative Relations (Cross-Agency)

Congressional Liaison Operations (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Legislative Relations (Cross-Agency)

Legislation Testimony (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Legislative Relations (Cross-Agency)

Legislation Tracking (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Legislative Relations (Cross-Agency)

Proposal Development (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Planning and Resource Allocation (Cross-Agency)

Capital Planning (Cross-Agency)

Capital Planning and Investment Control (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Planning and Resource Allocation (Cross-Agency)

Enterprise Architecture (Cross-Agency)

Enterprise Architecture Functions (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Planning and Resource Allocation (Cross-Agency)

Management Improvement (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Planning and Resource Allocation (Cross-Agency)

Strategic Planning (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Planning and Resource Allocation (Cross-Agency)

Budget Execution (Cross-Agency)

Support Delivery of Services Planning and Resource Budget Formulation

52

Business Area (FEA) Line of Business (FEA) SubFunction (FEA) Function (DOI) Process (DOI) Activity (DOI) Task (DOI)

(Cross-Agency) Allocation (Cross-Agency) (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Planning and Resource Allocation (Cross-Agency)

Workforce Planning (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Public Affairs (Cross-Agency)

Customer Services (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Public Affairs (Cross-Agency)

Official Information Dissemination (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Public Affairs (Cross-Agency)

Product Outreach (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Public Affairs (Cross-Agency)

Public Relations (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Regulatory Development (Cross-Agency)

Policy and Guidance Development (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Regulatory Development (Cross-Agency)

Public Comment Tracking (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Regulatory Development (Cross-Agency)

Regulatory Creation (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Regulatory Development (Cross-Agency)

Rule Publication (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Revenue Collection (Cross-Agency)

Debt Collection (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Revenue Collection (Cross-Agency)

Federal Asset Sales (Cross-Agency)

Support Delivery of Services (Cross-Agency)

Revenue Collection (Cross-Agency)

User Fee Collection (Cross-Agency)

Recreation Permits and Reservations Fee Collection

Support Delivery of Services (Cross-Agency)

Revenue Collection (Cross-Agency)

User Fee Collection (Cross-Agency)

User Fee Collection Functions (Cross-Agency)

1A: Collect Mining Claim/Site Fee

Support Delivery of Services (Cross-Agency)

Revenue Collection (Cross-Agency)

User Fee Collection (Cross-Agency)

User Fee Collection Functions (Cross-Agency)

2B: Collect, Manage, and Ensure Compliance - AML Fees

Support Delivery of Services (Cross-Agency)

Revenue Collection (Cross-Agency)

User Fee Collection (Cross-Agency)

User Fee Collection Functions (Cross-Agency)

Y4: Collect and Disburse Mineral Revenues

53