Enabling the Vision of E-Government

Federal Enterprise Architecture

FEA Program Management Office
Office of Management and Budget
Executive Office of the President
February 2004
The Office of Management and Budget
FEA: Business and IT Integration

● The FEA was commissioned on February 6, 2002 to:

● Define and align Federal business functions and supporting IT via
a set of common models
● Identify opportunities to re-use and re-deploy IT assets across the
Federal government
● Improve effectiveness of IT spending to help yield substantial cost
savings and improve service delivery for citizens
The Federal Enterprise Architecture

● Objectives:
● Identifying opportunities to leverage technology and alleviate
redundancy, or highlighting where agency IT overlap reduces the
value of investments
● Facilitating horizontal (cross-Federal) and vertical (Federal, state
and local) integration of IT resources
● Applying architecture practices to help drive business
management improvements across the Federal government
● Supporting a citizen-centered, results-focused government that
maximizes IT to better achieve mission outcomes and fulfill
legislative mandates
FEA and The PMA
Expanded Electronic Government
● Vision: An order-of-magnitude improvement in the Federal
government’s value to the citizen, with decisions in minutes or
hours not weeks or months
● Definition: The use of digital technologies to transform
government operations in order to improve effectiveness,
efficiency, and service delivery
● Principles:
● Citizen-centered, results-oriented, market-based
● Simplify and unify (think “collaboration”)
● Maximize IT investments to ensure interoperability and minimize
redundancy

Results of Initiative #4:

“Expanded E-Government will
make it simpler for citizens to receive high-quality service
from the Federal government, while reducing the cost of
delivering those services.”
The President’s Management Agenda
FEA and The PMA
Budget & Performance Integration
● Vision: Federal resources should be allocated to programs and
managers that deliver results.
● Definition: Integrate performance reviews with budget
decisions.
● Principles:
● The American people should see how government programs are
performing and compare performance and cost
● Standard and integrated budgeting, performance, and accounting
data to provide decision-quality information for management
● Better control over resources used and accountability for results

Results of Initiative #5:

“Budget and performance
integration will provide better information on the linkage
between objectives and the matching cost … and
accountability for results.”
The President’s Management Agenda
Business Cases Justify Investment
Decisions
● Quantifiable, strategic
mission value and
features/functions for user
● Critical success factors
(especially linkage to EA)
● Process, organization,
and IT alternatives
● Benefit/cost/risk
assessment
● Security plans
● Project management
organization and plans
(acquisition, EVMS,
WBS/milestones, risk
management)
FORM 300
Part I: Screening Questions and Summary of
Spending for Project Stages
A. Project Description
B. Justification
C. Performance Goals and Measures
D. Program Management
E. Alternatives Analysis
F. Risk Management
G. Acquisition Strategy
H. Project and Funding Plan – Cost,
Schedule, and Performance Goals
Part II: Additional Criteria for IT
A. Enterprise Architecture
B. Security and Privacy
C. Government Paperwork Elimination Act
(GPEA)
The Federal Enterprise Architecture

Performance Reference Model (PRM)

Component-Based Architecture
Owned • Inputs, outputs, and outcomes
Business-Driven Approach

• Uniquely tailored performance indicators

By
Line of
Business Business Reference Model (BRM)
Owners • Lines of Business (functions and sub-functions)
• Agencies, customers, partners

Service Component Reference Model (SRM)

• Service domains, service types
• Business and service components
Owned by
Federal Data Reference Model (DRM)
CIO Council • Business-focused data standardization
• Cross-agency information exchanges
Technical Reference Model (TRM)
• Service component interfaces, interoperability
• Technologies, recommendations
FEA Reference Models
● Business Reference Model (BRM)
● Function-driven framework for describing business operations of the
Federal government independent of the agencies that perform them
● Service Component Reference Model (SRM)
● Business and performance-driven functional framework that classifies
service components with respect to how they support business and/or
performance objectives
● Performance Reference Model (PRM)
● Standardized framework to measure the performance of major IT
investments and their contribution to program performance
● Data Reference Model (DRM)
● Model describing, at an aggregate level, the data and information that
support program and business line operations
● Technical Reference Model (TRM)
● Component-driven, technical framework used to identify the standards,
specifications, and technologies that support and enable the delivery
of service components and capabilities
The Federal CIO Council’s AIC
AIC Objectives:
Architecture
Architecture and
and • Integrate OMB and CIO Council EA efforts
Infrastructure
Infrastructure • Facilitate simpler, consistent EA taxonomy and terminology
Committee
Committee (AIC)
(AIC) • Facilitate cross-agency efforts
• Operationalize EA efforts

Expected Governance Subcommittee Outcomes:

Governance • Effective implementation of the FEA
Subcommittee • Alignment of the FEA reference models with agency EAs
• Identification of opportunities to collaborate on, consolidate, and/or cancel IT initiatives based on FEA analysis
• Expansion of the FEA to include state and local governments for selected Federal lines of business

Expected Components Subcommittee Outcomes:

Components • Identification of business processes, service components, and technologies for re-use
• Reduction of Federal agency IT costs through the re-use of business processes, service components, and technologies
Subcommittee
• Rapid solution development through the re-use of components
• Rapid integration of disparate business services
• Development and implementation of E-Gov solutions based on component-based architectures

Expected Emerging Technology Subcommittee Outcomes:

• Improved value and common understanding of the FEA
Emerging
• Development of performance models of business scenarios to anticipate performance outcomes and mitigate risks
Technology • Faster adoption of validated capabilities for integration into the FEA
Subcommittee • Better understanding of FEA tradeoffs as established/emerging technologies compete and converge
• Greater FEA valuation and longer component life-cycles through market-based, open standards technologies and
decreased use of proprietary technologies
Business Reference Model (BRM V2.0)

Services Environmental Management

Defense and National Security
Servicesfor
for
Citizens
Citizens Natural Resources
Homeland Security
Disaster Management
Intelligence Operations Education
Education
Energy Community and Social Services
Law Enforcement
Energy
Health Economic Development
International Affairs and Commerce Health
Transportation Workforce Management
Litigation and Judicial Activities Transportation
Income Security General Science and
Correctional Activities Income Security Innovation

Mode
Modeof
of
Government Service
Government Service Delivery
Delivery Financial Vehicles
Financial Vehicles
Direct Services
Direct Services for
for Citizens
Citizens Delivery
Delivery Federal Financial
Federal Financial Assistance
Assistance
Knowledge Creation
Knowledge Creation and
and Mgmt
Mgmt Credit Credit and Insurance
and Insurance
Public Goods
Public Goods Creation
Creation and
and Mgmt
Mgmt Transfers
Transfers to States
to States & &
Regulatory Compliance
Regulatory Compliance and
and Enforcement
Enforcement LocalGov’ts
Local Gov’ts

Legislative Relations
Support
SupportDelivery
Delivery Controls
Controlsand
andOversight
Oversight
Public Affairs
ofofServices*
Services Revenue Collection
Regulatory Development
Internal
Internal
Risk Mgmt
Risk Mgmt
and Mitigation
and Mitigation
Planning and Resource Allocation General
General Government
Government

Supply Chain Management Management Administrative

Administrative Management
Management
Managementofof
Human Resource Management Government
GovernmentResources
Resources Information
Information andand Technology
Technology
Services for Management

Citizens Financial Management

Financial Management

Mode of
Delivery
Service Component Reference Model
(SRM)

Access and Delivery Channels

Business Performance
Process Measures

Customer Services Service

Types
Process Automation Services
Cross-Cutting Service Areas
Support Services

(i.e., Search, Security)

Business Management Services

Digital Asset Services

Service
Business Analytical Services Components

Back Office Services

Service Domain
 SRM Domains and Service Types

Service Component Reference Model

Process
Process Business
Business Digital
Digital Business
Business Back
Back
Customer
Customer Support
Support
Automation
Automation Management
Management Asset
Asset Analytical
Analytical Office
Office
Services
Services Services
Services
Services
Services Services
Services Services
Services Services
Services Services
Services

● Customer ● Tracking & ● Management ● Content ● Analysis & ● Data ● Security

relationship workflow of process management statistics management management
management Collaboration
● Routing & ● Organizational ● Document ● Visualization ● Human ●
● Customer scheduling management management resources ● Search
preferences ● Business
● Investment ● Knowledge Intelligence ● Financial ● Communication
● Customer management management management
initiated ● Reporting ● Systems
● Supply chain ● Records ● Assets / management
assistance
management management materials
management
● Integration
● Human capital
& workforce
management

The SRM is structured across horizontal service areas that can provide a leverageable
foundation for reuse of applications, application capabilities, components, and
business services.
FEA: Supporting Cross-Agency
Service Components
CCoo
U.S. Customs nncce
eppttu
(New E-Gov Border Control Initiative) uaall

Acceptance of Cargo
PRM
BRM
States FDA
SRM

Look up the license plate of the TRM

Is the food properly packaged?
vehicle. Are there any warrants for How much does a typical truckload
the driver? DRM
of bananas normally weigh?

IRS Justice

Does the driver fit the profile of any

Check to see if the import company
wanted suspects. What country,
owes taxes, fines, or penalties.
what origin?

USDA

Do not let “x” animals into the

country. Know viruses and risks.

Agency EA Service Component E-Gov Architecture Guidance Federal Enterprise Architecture

 Identify Opportunities for Collaboration,
Consolidation, Enterprise Licensing
Technical
Reference Model

Business Service Component Service Area Performance

Reference Model Reference Model Reference Model
Initiatives aligned to the same
sub-function, service component, Measurement
and performance measure are Business Areas Service Domain Service Category
Areas
good candidates for business-
focused collaboration within and
across Agencies Measurement
Line of Business Service Type Service Standard
Categories

Initiatives aligned to the same

sub-function, service component, Service components
service specification, and Service Service and specifications that
performance measure are ideal Sub-function are most common are
Component Specification
candidates for business-focused candidates for
collaboration within and across enterprise licensing
Agencies

24 Presidential Service Service

Priority E-Gov Sub-function Component Specification
Initiatives
Initiatives aligned to the sub-functions, service components, and service specifications of the 24
Presidential Priority E-Gov Initiatives are candidates for consolidation / cancellation
Developing a Common Process View

Purpose: Help agencies discover where they have similar processes

Iterative Process: Three rounds of structured discovery:

● Round 1 – Discover if processes share stakeholders or major

information sources
● Round 2 – Ascertain which processes share key capabilities and
measures of success
● Round 3 – Ascertain whether any of the processes have similar
inputs, outputs, activities, and/or skill requirements
Performance Reference Model ( PRM)
Strategic Outcomes
Measurement Area

Measurement Category

Mission
Mission and
and Customer
Customer
Business
Business Results
Results Indicator
Results
Results •Customer
•Customer Benefit
Benefit Mission and business-critical
•Service
•Service Coverage
•Services
•Services for
forCitizens
Citizens Coverage
•Timeliness
results aligned with the
•Support
•Support Delivery
Delivery ofof •Timeliness &&
Services
Services Responsiveness
Responsiveness Business Reference Model.
•Management
•Management of •Service
•Service Quality
Quality
Government
of
Government Resources •Service
Results measured from a
Resources •Service Accessibility
Accessibility
customer perspective

Value
The direct effects of day-to-day activities and
Processes broader processes measured as driven by
Processes and
and Activities
Activities
•Financial
•Financial •Quality desired outcomes. Used to further define and
•Productivity
•Productivity&& Efficiency •Security & Privacy
•Cycle
Efficiency
•Management & Innovation
measure the Mode of Delivery in the Business
•Cycle Time
Time && Timeliness
Timeliness
Reference Model

Value

Technology
Technology
•Financial
•Financial
Key enablers measured through their
Human
Human Technology
•Quality
Technology
•Quality Other
Other Fixed
Fixed contribution to outputs – and by extension
Capital
Capital •Efficiency
•Efficiency Assets
Assets outcomes
•Information
•Information && Data
Data
•Reliability
•Reliability&& Availability
Availability
•Effectiveness
•Effectiveness

INPUTS
 PRM Articulates Line of Sight
Line of Sight is the cause-and-effect relationship between inputs,
outputs, and outcomes.
Processes
Processes and
and Strategic
Strategic
Technology
Technology Customer
Customer Results
Results Business
Business Results
Results Outcomes
Activities
Activities Outcomes

What How What How Who How What How

Percent Individual
Automated Percent of Background Number of Average Percentof
Percent
of s wishing Less
Commercial internal checks background
wait
waittime
timeat ofcrimes
crimes
Environment internal checks to enter crime and committed
users atBorder
Border committe
users Secure the
Line satisfied Food Number of U.S. at
Inspection
Inspectio
violence dusing
using
Homeland
satisfied inspections Border
of SightATLAS Percent
food
inspections nStation
Station illegally
Percent Inspectio Safer food imported
NICS system Vehicle
system n Station weapons
downtim Numberof
searches Number Percent of
Individual satisfied
Firearms downtime with
e ofvehicle
vehicle s subject Percent of
Integrate Border
health
d Percentage of Weapons searches to Inspections
incidents
Technolo attempted check weapons attributable to
systems Number check illegally
gy Number
of of
penetrations Number of
imported food
averted complaints
weapons
weapons Individuals about Border
substances

Maintenance checks
checks
subject to Inspections
background
costs as checks
percentage of
total costs

Cause Cause
Inputs
Inputs And Outputs
Outputs And Outcomes
Outcomes
Effect Effect
Data Reference Model (DRM)
Goals and Objectives:
Integrated Enterprise
● Promote horizontal and
vertical information Agency 1 Agency 2
sharing between business
lines
● Business-focused data
standardization that can be
categorized for re-use State FEA-DRM Local

● Re-use and integration of

data as opposed to
duplication
● Enabler to support cross- Agency 3 Agency 4
agency collaboration
● Facilitate cross-agency
information exchanges Bureau Bureau Bureau

● Consistent means to
categorize and classify DRM provides framework for agencies to leverage
existing data components across the Government
data
Technical Reference Model (TRM)
External Environment Demilitarized Zone (DMZ) Internal Environment
(Outside Agency Boundaries) (Service Component Access) (Within Agency Boundaries)

Service Platform
Component Framework
(n-Tier Architecture)
Service Requirements

Service Integration
Delivery Channels

Service Interface
Service Interface
Access Channels

Infrastructure
Service Transport

Infrastructure

Security Layer
Back Office /
Presentation / Interface Layer Legacy Assets

Business Logic Layer

Data Interchange

Data Management

Infrastructure

Service Access Service Platforms & Component Service Interface

and Delivery Infrastructure Framework and Integration
FEA Going Forward
● Facilitate EA management and practice maturity through agency
EA evaluations and expanded FEA guidance
● Advance operationalization of agency EA through of the Line of
Business (LoB) Common Solutions Initiative
● Expand application of the FEA to work with agencies to identify
opportunities for improved, shared business processes and IT
investments
● Release the Data and Information Reference Model and continue
progressive evolution of the other FEA Reference Models
● Develop security profile and process model for government-wide
architecture
● Accelerate building partnerships with industry, academia, and
state and local governments