8/8/2019 Enterprise Architecture Lo Mow
1/13
NYC Technology Forum
Enterprise Architecture
Greg Lomow
Chief Architect
BearingPoint, Inc.
November 6th, 2008
8/8/2019 Enterprise Architecture Lo Mow
2/13
2008 BearingPoint, Inc. 2NYC Technology Forum Enterprise Architecture - Lomow
Enterprise Architecture SessionAgenda
The purpose of Enterprise Architecture is to manage and align businessprocesses with software components, systems, networks, operationsand projects.
The goal is simple: to operate better, faster and cheaper by leveraginga consistent architecture throughout the enterprise.
This session will focus specifically on the newly created EnterpriseArchitecture from DoITT
Speakers
Greg Lomow, Senior Manager, Public Services Solutions Group, BearingPoint,
Inc.
Anthony Insolia, Department of Information Technology andTelecommunications (DoITT), City of New York
Jane L. Landon, Deputy Commissioner and Chief Information Officer,Department of Finance, City of New York
8/8/2019 Enterprise Architecture Lo Mow
3/13
2008 BearingPoint, Inc. 3NYC Technology Forum Enterprise Architecture - Lomow
Government Challenges
Tight budgets Do more with less
Cost overruns
Non-Compliance
Redundant Processes, Data,
Systems
Rework, re-entry of data
Out-dated, non-supportedtechnologies
Stove-piped, non-integrated
systems
Lack of standardization
Enterprise Architecture isintegral to improving thegovernments efficiency andeffectiveness by
Improving mission outcomes
Helping to deliver better services
to citizens and business Promoting collaboration among
agencies for government-wideimprovement
Maximizing technologyinvestments to achieve better
mission results Facilitating horizontal and vertical
integration of IT resources
Obtaining cost savings byeliminating or consolidatingduplicative processes or systems.
8/8/2019 Enterprise Architecture Lo Mow
4/13
2008 BearingPoint, Inc. 4NYC Technology Forum Enterprise Architecture - Lomow
What is Enterprise Architecture
Enterprise Architecture is
Aplanning frameworkplanning frameworkfor ensuring that an organizations use of and investment ininformation resources and technologies align with and support its business needs
A means oflooking holistically at an entire enterpriselooking holistically at an entire enterprise, across barriers that havedeveloped over time in many organizations (functional, programmatic, ororganizational stovepipes)
A view of the current environment (baselinebaseline), a vision for the future (targettarget), and a
plan for moving from the baseline to the target environment (implementation planimplementation plan,migration plan, or transition plan)
Just one interlockingpiece of a broader planning frameworkpiece of a broader planning frameworkthat includes strategicplanning, capital planning and investment control, budgeting, systems development/acquisition life cycle management, and other key processes
Enterprise Architecture IS NOT Business process reengineeringBusiness process reengineering
A simple one-size-fits-allone-size-fits-allapproachapproach
Detailed system-level designssystem-level designs or architectures
Apanaceapanacea that will solve all of an organizations information management problems
8/8/2019 Enterprise Architecture Lo Mow
5/13
2008 BearingPoint, Inc. 5NYC Technology Forum Enterprise Architecture - Lomow
Why Enterprise Architecture
Reduced time and cost of change
Adaptive to market changes
Platform that enables efficient changes to the businessprocess
Leverage existing IT investment and exploitcommonality
Do more with less
Lower deployment and maintenance costs
Speed of execution and deployment
Platform that allows reusing and redeploying assets
across business initiatives
Ability to realize and monitor targeted benefits andROI
Unlock IP from proprietary vendor technologies
Increased % of IT spend on business innovation
8/8/2019 Enterprise Architecture Lo Mow
6/13
2008 BearingPoint, Inc. 6NYC Technology Forum Enterprise Architecture - Lomow
Enterprise Architecture andEnterprise Governance
Enterprise Architecture provides structure to ensure that investment decisionsand project efforts are in line with strategic goals, organizational standards,core principles, mission performance goals, and ability to execute.
GOVERNANCE
EnterpriseEnterprise
ArchitectureArchitecture
Portfolio
Management
MissionMission
ExecutionExecution
Measure &Measure &EvaluateEvaluate
EnterpriseEnterprisePerformancePerformance
Business
Intelligence
Mission Goals Principles
Initiatives
Business
Improvements
Strategic PlanStrategic Plan
Lessons
Learned
Technology
Standards
Investment
DecisionsNew
Systems
&
Processes
Financial &
Performance Measures
Performance
Measures
GOV
ERN
ANCE
GO
VERNA
NCE
GOVERNANCE
8/8/2019 Enterprise Architecture Lo Mow
7/13 2008 BearingPoint, Inc. 7NYC Technology Forum Enterprise Architecture - Lomow
Select Control Evaluate
Requirements Analysis/Design Develop Test Deploy O&M
Identify Specify Configure Test Deploy O&M
Strategic: Portfolio Management
Solution: Solution Development
Technical: IT Infrastructure
Enterprise Architecture Uses
8/8/2019 Enterprise Architecture Lo Mow
8/13 2008 BearingPoint, Inc. 8NYC Technology Forum Enterprise Architecture - Lomow
Enterprise Architecture Methodology
Technical: ITInfrastructure
Solution:Solution
Development
Strategic:Portfolio
Management
8/8/2019 Enterprise Architecture Lo Mow
9/13 2008 BearingPoint, Inc. 9NYC Technology Forum Enterprise Architecture - Lomow
Alignment Between Strategy, PerformanceGoals, Constraints and Proposed Investments
Environmental Trends
ET-19: Lack of QualifiedTreatment Providers inthe District
Enterprise BusinessStrategies
EBS-8: Treatment andService QualityManagement Program
EBS-10: PartnerEvaluation Strategy
ModernizationApproaches
MA-11: CustomerRelationshipManagement (CRM)
Increase public safety , prevent crime , reduce recidivism , and support the fair administration of justice in close collaboration with the
community we serve. The agency will enhance decision -making and provide effective community supervision , thereby ensuring public
confidence in the criminal justice system .
CSG-1: Est ablish strict accountability and prevent the population
supervised by CSOSA from engaging in criminal activity .
CSG-2: Support the fair administration of justice by providing
accurate information and meaningful recommendations to criminal
justice decision-makers.
CSOSA CORE STRATEGIC GOALS
CSOSA CRITICAL SUCCESS FACTORS
CSF-1: Risk and Needs
Assessment
CSF-2: Close
Supervision
CSF-3: Treatment and
Support Services
CSF-5: Timely and
Accurate InformationCSF-4: Partnerships
Enterprise Business Strategies
Modernization Approaches
EBS-1: Risk and Needs Based Toolsets
EBS-2: Efficient Pre-Sentence Investigation Process
EBS-3: Effective Model for Drug Testing
EBS-4: Incorporating More Communication Internally and Externally
EBS-5: Facilities Investment to Enable Business Execution
EBS-6: Purposeful Supervision Leading to Improved Performance Measurements
EBS-7: Sanctions Matrix
EBS-8: Treatment and Service Quality Management program
EBS-9: Targeted Treatment and Support Service Programs
EBS-10: Partner Evaluation StrategyEBS-11: Partnership Expansion
EBS-12: Secure and Accessible Information
EBS-13: Inter-Agency Resource Optimization
MA-1: Data Consistency and Quality Management
MA-2: Supervision Performance Management I nnovation
MA-3: Program Results Monitoring
MA-4: Sy stem Engineering Capability
MA-5: Integrated , Innovative Case Management
MA-6: Forward deployed Network Infrastructure
MA-7: Mobile Computing Devices
MA-8: Biometric Technology
MA-9: Kiosk / Voice Response Reporting
MA-10: Prioritized and well funded Training
MA-11: Customer Relationship Management (CRM)
MA-12: Portal technology
MA-13: Voice Recognition SoftwareMA-14: Cross-Reactivity Technology
Environmental Trends
ET-1: Business Velocity
ET-2: Private Sector Increase
ET-3: Front -Line Knowledge Needs
ET-4: Worker Shortage
ET-5: Culture C hanges
ET-6: Union InfluenceET-7: Data Inconsistency
ET-8: Infrastructure Growth
ET-9: Management Alignment /
Prioritization
ET-10: I nformation Sharing Growth
ET-11: Agency Service Integration Trend
ET-12: External Information Access Need
ET-13: Personnel Security Requirements
ET-14: Performance Reporting
Requirements
ET-15: Offender Housing Difficulties
ET-16: Stakeholder Availability
ET-17: Increased CSOSA Reliance onInformation
ET-18: Wrong Perception /Budget
Constraints
ET-19: Lack of Qualified Treatment
Providers in the District
ET-20: Educational Trends /Mode of the
Moment
CSOSA MISSION
ET-21: Technology Evolution Velocity
ET-22: Packaged Solutions Increase
ET-23: Best Practice Impacts
ET-24: Workforce Satisfaction
ET-25: Single Point of Entry Need
ET-26: Wireless AdvancementsET-27: IT Security Requirements
ET-28: Growing Data Volume
and Complexity
ET-29: Need for Improved Interfaces
8/8/2019 Enterprise Architecture Lo Mow
10/13 2008 BearingPoint, Inc. 10NYC Technology Forum Enterprise Architecture - Lomow
An Illustration of the Execution Framework:Identification of Different Architecture Views
Technology View
Integration, Infrastructure & Technology Reference Model
Organizational ViewCommunities of Interest, Roles, Organizational Structure
Disaster
Recovery
Privacy Impact
Controls
Authentication
Certification &
Accreditation
Performance
View
Goals &
Objectives
Business
Services
ProcessThreads
Solution View
Business Processes
Business
View
Information View
Use Case
(UML)
Enterprise Service Bus
SharedTechnical Services
Meta Data
Technology
Re-engineered
Process &
Activities
StaffM ember
Treasury
Ac countant
Vendor
PurchasingAgent
M anager
Post
Acco unting
Pay Ven dor
MaintainPropertyRecord
ReceiveGoods
Verify Funds
IssuePurchaseOrder
S olicitVendors
SubmitPurchaseRequest
Finance
Enterprise Applications
Value Chain
Security
View
ERD/ IER
Subject Areas
Cash Mgmt. Inspections Compliance
Enforcement Compensation
HRMSSupply Chain
Case Mgmt.
8/8/2019 Enterprise Architecture Lo Mow
11/13 2008 BearingPoint, Inc. 11NYC Technology Forum Enterprise Architecture - Lomow
Enterprise Architecture Frameworks:DoDAF, FEA and Zachman Frameworks
Business Reference Model (BRM)
Lines of Business Agencies, Customers, Partners
Service Component Reference Model (SRM)
Capabilities and Functionality Services and Access Channels
Technical Reference Model (TRM)
IT ServicesStandards
Data Reference Model (DRM)
Business-focused data standardization Cross-Agency Information exchanges
Business-DrivenApproach
Performance Reference Model (PRM)
Government-wide Performance Measures & Outcomes Line of Business-Specific Performance Measures & Outcomes
Federal Enterprise Architecture (FEA)
C
omponent-BasedArchitecture
8/8/2019 Enterprise Architecture Lo Mow
12/13 2008 BearingPoint, Inc. 12NYC Technology Forum Enterprise Architecture - Lomow
Physical
Logical
Conceptual
Contextual
Why How What Where When Who
Business
Drivers,
Mission
Alignment
ConOps,
Value
Chain
List of
Business
Objects
and
Subjects
List of
Locations
List of Key
Business
Events
List of
Roles, COIs
&
Organization
Requirements,
Performance
Objectives,
Service
Descriptions
Business
ServicesProcess Flow,
Process
Definitions
(BPMN)
ERD,
InformationExchange
Matrix,
Business
Vocabularies
Locationsmapped to
roles and
processes
BusinessDomain
Event
Models
Mapping of
roles and
processes to
COIs and
Organization
Enterprise Architecture Frameworks:Zachman Framework
Business
Activity
Monitoring
Business
Process
Management,
COTS
Applications
Data
Domain
Services
Infrastructure
Domain
Services
Business
Process
Management,
COTS
Applications
Security
Domain
Services
(SSO)
Business
Rules,
Business &
TechnicalService Levels
Process
Simulation
(BPEL &
UML) UseCases (UML)
Data Flow
Diagrams,
Business
Taxonomy,
Ontology, &Semantics
Systems
Architecture,
Managed
Serviceslocations
Process
Orchestration
User Profiles
8/8/2019 Enterprise Architecture Lo Mow
13/13 2008 BearingPoint, Inc. 13NYC Technology Forum Enterprise Architecture - Lomow