Why EA program planning

The EA planning phase estblish the EA program in the enterprise. This section decribe the task to establish EA program from the aspect of workbreak down, notional schedule, planning team and budget. ^ TOP

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EA planning

4.5 EA management structure

Figure 4 illustrates a notional program organization to manage, control, and monitor EA activity and progress. The organization shows the desired functional roles, interrelationships, and lines of communication. The organization structure should facilitate and advance the performance of EA roles and responsibilities. The roles of the EAESC, Technical Review Committee (TRC), and the EA Program Management Office are unique to the introduction of the EA process. Other roles, such as Quality Assurance (QA), Configuration Management (CM), Risk Management (RM), Security, and Evaluation are customary IT support roles. These roles are expanded to explicitly include EA-related responsibilities.
EA roles should be evaluated based on the size of the organization, the complexity of the business and architecture, and other factors to effectively determine the correlation of roles assigned to personnel. In a large organization with complex business processes, an individual may be responsible for one specific role. In smaller Agencies or organizations, an individual may be assigned several roles and responsibilities.

Figure 1. Notional EA Organization

4.5.1 Establish a Technical Review Committee

The CIO should charter and appoint a Technical Review Committee to manage the review of candidate projects and assess project alignment with the EA. Once the EA has been developed and approved, the TRC assesses each proposed investment for compliance with the architecture. The TRC reports their conclusions and provides recommendations to a Capital Investment Council (CIC).

In all cases, the TRC determines and documents the results and the accompanying rationale for its actions. The TRC reviews a project and assesses if:
� The project completely aligns with the EA
� The project does not align with the EA and an alternate course of action is needed
� The project does not align with the EA and a waiver is approved.

The TRC approves a waiver only if the impacts of the lack of alignment are understood and acceptable. By approving a waiver, the TRC conveys to the CIC that it does not object to the proposed project.

4.5.2 Establish a Capital Investment Council

The Agency Head establishes a CIC to achieve informed decision making regarding costs, benefits, risks of alternative investment options and architectural alignment. The goal of the CIC is to ensure enterprise and application architecture projects are feasible from a cost-benefit standpoint. The CIC reviews proposed IT investments and makes the final investment funding decision. It accepts program and project proposals that have been assessed by the TRC and determines whether these programs/projects fit within the overall budgetary and funding goals for the enterprise. While a project may be technically aligned with the EA, the CIC may reject funding for a project because of other external constraints or budgetary reasons. CIC decisions may necessitate updates to the sequencing plan.

4.5.3 Establish an EA Executive Steering Committee

The Agency Head establishes an EA Executive Steering Committee to direct, oversee, and approve the EA and EA program. The EAESC is responsible for approving the initial EA, approving significant changes to the EA, and approving the EA Program Plan.
The EAESC should be formally chartered, with a designated chair or co-chairs, and empowered to ensure Agency-wide strategic direction, oversight, and decision-making authority for the EA. The EAESC charter should authorize the chair or co-chairs to appoint the membership. By charter, the EAESC membership should consist of active participants that represent and include all major Agency business and technology areas. To perform effectively as a decision-making body, it is crucial that the EAESC members are senior leaders, with the authority to commit resources and make and enforce decisions within their respective organizations.

4.5.4 Appoint Chief Architect

The CIO should appoint, with the Agency Head�s approval, an Agency executive to serve as Chief Architect and EA Program Manager. The Chief Architect is responsible for leading the development of the EA work products and support environment. The Chief Architect serves as the technology and business leader for the development organization, ensuring the integrity of the architectural development processes and the content of the EA products. The Chief Architect should be friend and liaison to the business line units and ensure that business unit processes are emphasized in the EA. Likewise, the Chief Architect is responsible for ensuring that the EA provides the best possible information and guidance to IT projects and stakeholders, and that systems development efforts are properly aligned with business unit requirements.

In the role of EA Program Manager, the Chief Architect has management responsibility for the EA program, with the authority, responsibility, and accountability for the overall architectural effort. The Program Manager is responsible for the planning, staffing, and ultimate success of the program, including acquisition of sustaining funding, negotiating schedules, timely and accurate delivery of the EA products, and the establishment of an appropriate support environment that ensures proper application of these assets.
The core competencies of the Chief Architect include expertise in strategic and technical planning, policy development, capital planning and investment control, change management, systems engineering and architectural design, business process reengineering, and large-scale program management. In addition, the Chief Architect becomes completely conversant with the Agency�s business and IT environments. As the primary technical leader of this effort, the Chief Architect should be a good communicator who can bridge the cultural differences that often exist between the business and systems organizations, and facilitate interaction and cooperation between these two cultures.

4.5.5 Establish an Enterprise Architecture Program Management Office

The EA effort should be treated as a formal program with full sponsorship through the Agency's CPIC process. An EA Program Management Office should be established to manage, monitor, and control the development and maintenance of the EA. The EAPMO staff includes experienced architects. The EAPMO identifies and performs cost analyses of alternative approaches for developing the EA, and manages in-house or outside contractor EA development work. The EAPMO is also charged with determining needed resources and securing funding and resource commitments.

A primary goal of the EAPMO and the EAESC is to ensure success of the EA program. Each phase of the program (i.e., EA development, use, and maintenance) is subject to the CIC policies and procedures for investment decisions.

4.5.5.1 Appoint Key Personnel

The CIO should make the EA an explicit responsibility for those individuals designated as the organization�s Evaluators, Risk Manager, and Configuration Manager. The Risk Manager identifies, monitors, controls, and mitigates EA program risks in light of environmental factors (e.g., external business constraints, and technical constraints). The Configuration Manager assumes responsibility for configuration management of the EA products in the same way that configuration management is imposed on any other engineering baseline.

The CIO should establish an independent QA organization to perform evaluation of the EA. This team should report to the EAESC and ensure all established program and project standards and processes are met. Potential sources for review include external reference groups, impartial or uninvolved external entities, or by hiring a neutral third party specializing in assessments or validations. Within the Federal government, Agencies can request their Inspector Generals to conduct an IV&V review or enlist the services of a non-profit entity such as a Federally Funded Research and Development Center (FFRDC).

4.5.5.2 Establish Enterprise Architecture Core Team

At the same time the Agency Head and CIO achieve business line ownership of the effort, a core team of IT experts, business line experts, and technologists should be assigned to develop the desired process and procedures used throughout the development effort. Participants should have an understanding of the current business and technical environment and the strategic business objectives envisioned in the EA. The team includes the Chief Architect; senior business, systems, data, infrastructure and security systems architects. This team should be well grounded in the existing environment and prepared to document and develop the EA that will support evolving business needs.

The architecture core team should include IT representatives from the Agency's applications, data, and infrastructure organizations. The specific core teamwork groups should include business analysts, data analysts, systems designers, security specialists, and systems programmers. As the program gets underway, more resources/team members are typically added to the architecture core team. The architecture core team will include program managers proficient in managing Agency-wide programs as well as interagency initiatives.

The EA core team is responsible for all activities involving the development, implementation, maintenance, and management of the architecture. This includes:
� Developing EA processes, procedures, and standards
� Developing baseline and target architectures
� Developing and maintaining an EA repository
� Performing quality assurance, risk management, and configuration management
� Guiding systems development and acquisition efforts
� Defining EA performance measures.
Table 1 provides a listing of functional roles and the associated responsibilities assigned to EA core team members. In smaller agencies, some of these roles and responsibilities may be shared, doubled up, or contracted out.

Table 1. EAPMO Roles and Responsibilities
Role Responsibilities
Chief Architect Heads the EAPMO, organizes and manages the EA core team; directs development of the baseline and target architecture.
Senior Architecture Consultant Provides architecture strategy and planning consultation to the Chief Architect.
Business Architect Analyzes and documents business processes, scenarios, and information flow.
Applications Architect Analyzes and documents systems, internal and external interfaces, control, and data flow.
Information Architect Analyzes and documents business information (logical and physical) and associated relationships.
Infrastructure Architect Analyzes and documents system environments, including network communications, nodes, operating systems, applications, application servers, web and portal servers, and middleware.
Security Systems Architect Oversees, coordinates, and documents IT security aspects of the EA, including design, operations, encryption, vulnerability, access, and the use of authentication processes.
Technical Writer Ensures that policies, guidebooks, and other documentation within the EA repository are clear, concise, usable, and conform to configuration management standards.
Quality Assurance Ensures that all established program and project standards, processes, and practices are met.
Risk Management Identifies, monitors, and controls risks in light of environmental factors and constraints.
Configuration Control Assures that all changes are identified, tracked, monitored, and appropriately documented.

The CEA: management section elaborate the management structure

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