Transcript RMS Program Review Presentation - a\|EA-DC

MARAD EA Philosophy
Donna Seymour, MARAD CIO
Jason Kruse, Stanley Associates
400 7th Street, SW | Washington | DC 20590
www.dot.gov
Overview
Within the Federal Sector, EA is not a “nice to have”, it is required by
legislation and regulatory guidance from several different perspectives.
There are two paths that organizations can take based on these mandates
(often unfunded).
The first path is a compliance EA which “checks the box”.
The second path, which is the path the Maritime Administration (MARAD)
has chosen, is an EA that complies with the law, but also provides business
value to the organization.
The EA team at the Maritime Administration was recently presented
with the Silver Medal for Meritorious Achievement by the Department of
Transportation. MARAD has documented its Enterprise Architecture (EA)
methodology, selected its EA repository tools, and developed a project plan
to ensure the greatest benefit from EA practices. By integrating its EA with
the Capital Planning and Investment Control (CPIC) process and aligning
with the strategic planning and budgeting processes, MARAD has
established an E Government Plan and an IT Portfolio that supports its
strategic goals and provides increased business value.
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Overview
The EA team at the Maritime Administration was recently
presented with the Silver Medal for Meritorious Achievement by
the Department of Transportation. MARAD has documented its
Enterprise Architecture (EA) methodology, selected its EA
repository tools, and developed a project plan to ensure the
greatest benefit from EA practices.
By integrating its EA with the Capital Planning and Investment
Control (CPIC) process and aligning with the strategic planning
and budgeting processes, MARAD has established an EGovernment Plan and an IT Portfolio that supports its strategic
goals and provides increased business value.
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Overview
Key Issues
 Understand the difference between “compliance EA” and EA providing
business value
 Learn how to start an EA without drawing attention to the fact that you are
starting EA
 Understand how to get business value from EA – as defined by your business
users
 Avoid the technology-based EA trap
 Learn how the Maritime Administration aided in relief efforts supporting
Katrina’s devastation, and how EA played a part in providing this support
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About Donna Seymour
About Donna Seymour
Donna Seymour, CIO for the Maritime Administration, a
component of the Department of Transportation, has been
involved with architecture over 2 years at her current position
and within the Department of the Navy prior to that. Ms.
Seymour has been in the IT field for over 20 years and is an
advocate of getting business value out of IT, rather than
implementing IT for the sake of IT.
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Topics
 MARAD Background / Familiarization
 “Compliance EA” versus “Value EA”
 Understand how business users define value
 Start an EA without drawing attention to EA
 Avoid the technology-based EA trap
 Support disaster relief with an actionable EA
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MARAD Mission
To strengthen the U.S. maritime transportation system – including
infrastructure, industry and labor – to meet the economic and security
needs of the Nation.
MARAD programs promote the development and maintenance of an
adequate, well-balanced United States merchant marine, sufficient to
carry the Nation’s domestic waterborne commerce and a substantial
portion of its waterborne foreign commerce, and capable of service as a
naval and military auxiliary in time of war or national emergency.
MARAD also seeks to ensure that the United States maintains adequate
shipbuilding and repair services, efficient ports, effective intermodal
water and land transportation systems, and reserve shipping capacity
for use in time of national emergency.
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MARAD Business Goals
Commercial Mobility
National Security
Environment
Organizational Excellence
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“Compliance EA” vs. EA providing Business Value
 MARAD needed the Enterprise Architecture to
leverage IT to enhance the business, rather than be
“shelf-ware”
 Strategic areas were selected for EA Initiatives:
– Prepare for migration to Departments Common Operating
Environment (COE)
– Implementing a new organization as a result of A-76
– Implementing OMB A-123
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“Compliance EA” vs. EA providing Business Value
 The Administrative Services Organization (ASO) won the A76 competition as the new “most efficient organization” to
take over the responsibilities of administrative services
– The new organization needed to map out the business processes it
was responsible for, in addition to identifying areas where IT could
better support their mission
 The Department is complying with OMB A-123
– MARAD was already modeling business processes for the ASO.
– Added Internal Controls scope to the modeling effort.
• The business modeling enabled capturing Objectives, Risks, and Controls
required for A-123 compliance.
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Starting an EA Project – without the “EA” stigma
 What exists that can be leveraged for EA?
– IT Strategic Plan
– Technical Inventories (Y2K inventory type follow on
information if nothing else)
– Budget documents
– IT project plans or associated information (PowerPoint
briefs?)
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Starting an EA Project – without the “EA” stigma
 What exists that can be leveraged for EA?
– Program / Project documentation (requirements, functional
descriptions, etc.)
– Configuration and build documentation (system definition
documents)
– Test plans , IV&V documentation, QA data
– Network Operations & Support reports / technical data, etc.
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Starting an EA Project – without the “EA” stigma
 This documentation, or existing pieces, can be used
to initialize an EA Initiative . . .
– Build the CIO’s Toolbox of information . . .
Design governance processes to utilize what exists to get
to that “repository” of information that is integrated and
provides the information needed to make business
decisions . . . (that some people call an Enterprise
Architecture behind closed doors)
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How to get business value from EA
 How does EA provide Business Value?
– Spending money as smartly as possible . . .
– Reusing investments to the greatest extent . . .
– Providing services that are actually needed . . .
– Furthering the Mission, Objectives, and Goals of the
Business . . .
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How to get business value from EA
 How can we do these things?
– Spending money as smartly as possible . . .
• Make sure that the investments being funded are necessary,
aligned with business, and provide advances over existing
IT solutions in place
– Reusing investments to the greatest extent . . .
• After confirming that an investment is good . . . Verify that
a solution doesn’t already exist in the agency, Department,
or elsewhere in the Government
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How to get business value from EA
 How can we do these things?
– Providing services that are actually needed . . .
• Where did the NEED or REQUIREMENT come from? The Business
should drive the services being developed . . . If an intranet is not
accessible by external users, and the business has a large number of
external users, it is doubtful that the business came up with this
NEED.
– Furthering the Mission, Objectives, and Goals of the
Business . . .
• Modeling the business, identifying what is automated and what isn’t,
defining the gaps, and prioritizing the value of “filling the gaps” must
map to specific areas of the Mission, Objectives, or Goals of the
business
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Avoid the EA trap – Technology!
 Often, EA is seen as a purely technological effort – If it
starts there, it doesn’t have to end there!
 Technology, embodied in the Technology Architecture,
is a necessary component of the Enterprise
Architecture – make the best use of it!
 The Technology Architecture is usually well defined,
complex, and constantly being upgraded and advanced
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Avoid the EA trap – Technology!
 The Technology Architecture can be all consuming
and be an endless money pit, if this is all that is
addressed as the EA
 The Technology Architecture is usually NEVER
advocated for business reasons
 Business users rarely see the benefits of Technology
Investments
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Early Success – USABLE EA
 How the Maritime Administration aided in
relief efforts supporting Katrina’s
devastation
 How EA played a part in providing this
support
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Points of Contact
 Donna Seymour, CIO – Maritime Administration
– [email protected]
– www.marad.dot.gov
 Jason Kruse, Director, EA Services, Stanley
– [email protected]
– 202-366-4264
– www.stanleyassociates.com
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