The model and framework
Traditional EA approach prepare transition plan by the whole. For example the Federal Enterprise Architecture framework :
However, the author has encoutered difficulty in several EA project to in planning transition by the whole. Enterprsie architecture is large, and it is unrealistic to conduct gap analysis between existing and target architecture design. A important engineering priciple is to divide and conquer. LEA suggest that :
Target architecture must be planned as a whole but implemented by pieces. It is an effort to divide and conquer the complex target architecture plan based on the LEA framework as shown in the following figure :
The target architecture can be implemented in a segment approch by the four rows and six column in the framework. The OMB segment architecture further detail the categories in the OMB FEA practice guide.
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Segment Architecture Strategy
Step Description and PurposeThis process step provides guidance for architects to define the segment scope and strategic intent, which includes the performance architecture through which achievement of strategic improvement opportunities will be measured. Since segments may be extremely broad from a function, process, product, service, and organizational impact standpoint, it is imperative that a clear understanding of the focus for the segment is defined up front. In order to define the segment's scope and strategic intent, the architect can use this process step to develop a comprehensive understanding of the relevant segment goals and desired outcomes, major strategic improvement opportunities, performance gaps, business mandates and drivers, and key common / mission services delivered to meet principal stakeholders' needs.
This process step synthesizes these factors toward establishing the context and scope that drive the remaining steps of this methodology. The gathering and analysis of stakeholder needs and business drivers contributes to identifying strategic improvement opportunities. There may be numerous business needs and strategic improvement opportunities identified in this process step and it is important that these opportunities be prioritized to a manageable number so that "analysis paralysis" does not occur in subsequent steps.
Analysis of the current business state from a strategic improvement perspective, through techniques such as Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis, provides the foundation for defining the strategic intent of the segment. The strategic intent describes the target state vision and establishes the segment performance goals.
The segment performance architecture includes the goals, key performance indicators, measures, and metrics. The performance architecture may be based on the Performance Accountability Report (PAR) and Program Assessment Rating Tool (PART) report(s) for programs within the scope of the segment. An example of segment performance metrics are the consolidation, standardization and optimization metrics that are derived from the IT Infrastructure Line of Business. The segment performance architecture is used to measure overall success achieved from implementing the segment transition plan in an effort to reach the target state. By examining the cause and effect of implementing forthcoming segment recommendations (e.g., enhancing new services, retiring redundant solutions), one can maintain a clear line of sight as described in the Federal Enterprise Architecture (FEA) Performance Reference Model (PRM).
In the subsequent steps in this methodology, the architect will deliver recommendations that are aligned directly with the segment scope and strategic intent defined in this process step. In addition, the subsequent steps of the methodology will feed back to this process step and provide further refinement of and updates to the segment's scope and strategic intent.
Note: While performing this process step, the project plan must be updated to account for the size and complexity of the segment, as defined in this process step.
Key Decisions:
* Based on the high-level problem statement, what are the strategic improvement opportunities and gaps?
* What are the major common / mission services associated with the strategic improvement opportunities?
* Who are the segment stakeholders and how do they relate to the strategic improvement opportunities?
* What is the scope of the segment architecture being developed?
* What are the current segment investments, systems, and resources?
Note: If this question can be answered with existing information, it may be answered during this process step. However, if there is no definitive answer to this question after this process step, it may be answered in the subsequent steps.
* What are the deficiencies or the inhibitors to success within the segment?
* What is the target state vision for the segment?
* What is the performance architecture for achieving the target state vision?
* What are the important security and privacy considerations for the segment?
Note that suggested analytical techniques are included for activities within the methodology to better define what is core for a complete segment architecture in the form of descriptive (not prescriptive) guidance on how to accomplish the analysis. The suggested analytical techniques provide guidance as to what outputs are core for defining a complete segment architecture.
Step 2 in the Federal Segment Architecture Method ^ TOP
Segment planning
The methodology begins with the Determine Participants and Launch Project process step which includes activities to identify the overall governance framework for the segment architecture development, educate the business owner(s) on the process and time commitment for developing the segment architecture, select the executive sponsor, formulate a specific purpose for the segment architecture being developed, and form the core team to guide the segment architecture development. A key input to this step is a prioritized segment selected for architecture development and the identification of a segment architect who will manage the execution of the FSAM. Note that guidance for prioritizing segments is available in the OMB FEA Practice Guidance.Once the segment is selected and the architect is assigned, the architect should begin a relationship with the business owner for the segment. Typically, the business owner is the highest-level decision maker within an organization for the segment under development. Since segment architecture may result in recommended policy or even regulatory changes to optimize business processes, it is important that the business owner has the political and organizational influence to champion and drive needed changes to effect performance improvements.
In some cases, segments span several organizations (e.g., cross-agency initiatives) and each organization may have an affected business owner and other related governance bodies. This step outlines guidance for establishing a cross-agency governance framework for creating and sustaining the segment architecture. This step also includes guidance on bringing key business owners together to achieve a common purpose, educating them on the process of segment architecture development and identifying and appointing a senior executive as executive sponsor for the project.
Also within this step is the formation of a core team. This core team is a working level body of individuals, typically at the program manager level within the segment. The core team is an important group, as these subject matter experts will guide the development of the segment architecture. The core team might also include key stakeholders and IT personnel, from security for instance. During this step, the executive sponsor solicits key personnel from each affected organization to form the core team that will remain as a standing body throughout the segment architecture development process. The formation of the core team includes the development of the core team charter that bonds the team members into active and constructive participation throughout the architecture development process. The charter formalizes the core team's participation in developing the segment architecture in the context of the purpose statement crafted by the business owner(s). It is important that the business owner(s) formulate a purpose for the architecture being created so the core team and the chosen executive sponsor have a clear understanding of what is expected in terms of high-level performance improvements.
Lastly, the Determine Participants and Launch Project step is intended to start the segment architecture development off on a solid project management foundation. This step includes guidance for developing the project plan and communications strategy; both will be used throughout the segment architecture development process.
Note that suggested analytical techniques are included for activities within the methodology to better define what is core for a complete segment architecture in the form of descriptive (not prescriptive) guidance on how to accomplish the analysis. The suggested analytical techniques provide guidance as to what outputs are core for defining a complete segment architecture.
For more detail reference to the FSAM
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Align to Enterprise Architecture
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