Transcript Slide 1

Communicating EA Effectively:
Building a Successful Relationship
between
Business and IT within
the Organization
US GPO Experience
EA as a communication tool
 Facilitating EA efforts
 Brings people together to solve problems
 Within and across work units and
departments
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Some Background
 GPO is a Legislative Branch Agency
 Our mission is: Keeping America Informed
 Under Title 44, the office prints and
provides electronic access to documents
produced by and for all three branches of
the federal government
 EA program started in 2006 (with the EA
repository dating back to 2004)
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GPO's EA Framework and Objectives
 EA framework: strategy, business, information,
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systems/services, technology, security and
performance
EA repository
Process improvement
IT governance
EA as a service – building relationships as a trusted
partner
Making it simple - demystifying EA
Bottom up approach
Understanding business needs
EA as a facilitator
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Another Dimension
 Usual focus on strategic, business and
technology aspects of the enterprise
 Another dimension is key to EA program
success:
Effective Communication
This dimension has to be integrated with the core
EA framework early on in the process.
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EA concepts and principals to
secure buy-in:
 Using bottom-up approach to building EA
 Service focused EA with an emphasis on
providing value to customers
 Building relationships and fostering
collaboration between IT and business units
 Serving as trusted facilitator between business
units and IT
 Making it simple – big picture enterprise view
Communicating effectively is key
to the success of the EA Program
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Bottom-up approach
Analyze where EA has the ability to help
solve old problems
 Lack of communication among business units
and IT
 Disparate system efforts
 Disparate packets of business knowledge
 Lack of standards
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Leading Business Process
Improvement
 Tie EA tasks (e.g. building target business
architecture) to building trust among EA
and business units.
 Develop business processes that cover
functions across multiple business units
 Tailor the EA message to each stakeholder
group
 Business units trust EA as a facilitator/SME
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Evolution of IT Governance at GPO
FY09 Q3
ARB Charter Signed
FY09 Q1
EA Policy Signed
FY 07
FY07 Q3
SIWG Kick-off
FY 08
FY 09
FY09 Q1
ARB Kick-off
FY08 Q4
TRMWG Kick-off
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System Interface Working Group
Representatives from business units (business owners)
and IT SMEs/PMs
 Provides an “enterprise-wide” perspective of IT systems integration
and interoperability opportunities.
 Group comprised of both EA and Business Unit representatives
tasked with:
 Identifying the interfaces between major systems and
determining the implementation timelines
 Validating existing functions, sub-functions, and identifying gaps
 Developing a common business language across the systems
utilizing the EA Business Reference Model
 Provides a forum for:
 Surfacing interagency IT systems integration issues
 Sharing of information
 Problem solving
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System Interface Working Group
Sample Work Products
Order to Payment Process Model
Sequencing Diagram
System Interface
Matrix
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Value of building credibility through “grass
roots” efforts of the SIWG
 Promote EA as a service to the agency and the
stakeholders
 Build relationships of trust by bringing business units and
IT together
 to build a new business process or
 to analyze interdependencies between software
projects
 Become a trusted facilitator who understands both, the
business need and IT capabilities, and also provides an
enterprise view in a simple, easy-to-understand format
These are important steps to take before implementing IT governance
structure that can function successfully.
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Technology Reference Model
Working Group (TRMWG)
 Assist stakeholders with technology product selection
 Develop guidance to GPO IT stakeholders for technology standards and
products selection
 Develop and maintain a repository of technology standards
 Enable standardization and reduce complexity of the GPO IT environment
 Review technology standards to ensure that GPO technologies are in alignment
with the needs of the organization as well as with current and emerging trends
 Evaluate technology products and standards for inclusion in the GPO TRM
 Enable IT governance
 Review technology products to ensure that GPO technology products are
compliant with the GPO TRM
 Communicate technology standards to stakeholders across GPO
 Publish technology standards on the GPO intranet so they are accessible to
stakeholders
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TRM Maintenance Process
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Transition to IT Governance
 Building on reputation built by previous
collaboration and integration efforts through the
SIWG and TRMWG
 SIWG brought together and built trust between
business and IT with EA as a mediator/facilitator
 TRMWG realized the necessity of an IT governance
framework that goes beyond compliance to finding
common solutions that reduce costs and complexity
 Created customer focused EA governance
structure.
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Customer Focused
Governance Structure
Business Owner
reviews
Planning and Strategy Board
(Investment Review Board)
Architecture Review Board
provides
recommendations
EA Team
Technical Reference Model
Working Group
 Provides oversight for the
development of technology
standards
 Ensures compliance with the
TRM
System Interface
Working Group
 Identifies interfaces between
systems
 Determines dependencies
between system implementations
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Integrated IT Governance Framework
business
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GPO EA Policy and the ARB
 To comply with the GAO EA Maturity
Management Framework and OMB
guidelines, the GPO EA team developed the
agency EA policy in collaboration with GPO
stakeholders
 Signed by the Deputy Public Printer, the GPO
Directive 705.31 GPO Enterprise Architecture
Policy is now available on the intranet.
 EA policy called for creation of the ARB - a
formally chartered committee guided by the
agency EA policy.
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Architecture Review Board
 EA integrates with the GPO system development
life-cycle (SDLC) through the ARB’s review of
business cases and review of IT projects’ key
deliverables
 ARB is a cross functional team comprised of
representatives from business units, the
Program Management Office and IT subject
matter experts.
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Assist in Business Case Development
for New Investments
 Agency business cases need to be presented to the ARB
(tied to GPRA goal).
 EA, with help from ARB members, developed a business
case template that makes sense for GPO
 EA assists business units in developing business cases
 EA identifies additional stakeholders in IT and other business
units to help insure enterprise solutions where possible
 EA works with the ARB and the business owner to develop the
business case
 ARB votes on recommendation for the business case
which sometimes includes both short term and long
term/strategic solutions
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EA Decision Support
Enabling and empowering the GPO community to make
informed decisions:
 Providing a common framework for analysis and
evaluation supporting the implementation of
enterprise solutions
 Facilitating cross-organizational sharing of information
 Integrating acquisition process with IT governance
(CPIC, EA, SDLC, and acquisition management ) :
 Developing standard language to be included in
SOWs and RFQs ensuring EA alignment .
 Completing architecture reviews of proposed
investments
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EA facilitating IT Strategic Planning
 GPO EA team led a series of four strategic planning workshops with
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IT Directors as participants.
Focus on managing expectations regarding the participants’ roles
and responsibilities and the establishment of realistic time frames for
the planning process.
Developed IT Core Values, a Value Statement, and an IT Mission
and Vision.
Conducted SWOT analysis to assess IT’s Strengths, Weaknesses,
Opportunities and Threats from which strategic goals and objectives
were derived.
Selected six all encompassing themes and IT Goals.
EA team consolidated, refined and mapped all goals and objectives
and developed the final IT Strategic Plan.
The collective efforts of the OCIO team lead to ownership of the plan
and consensus among CIO leadership team on its strategic
direction.
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Communicating EA at GPO
 EA as a communication tool
 Communicating about EA
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Communication
Objectives
Communication Influence on
Behavior Change
Action
Acceptance
Understanding
Awareness
Internal
Media
Structures
Leadership
Message Sources
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Communicating EA at GPO
 To increase awareness of the
value that EA brings to the
agency, EA Program office
collaborates with the GPO
Employee Communications Office
to develop an EA Communications
Strategy and Plan
 Publish articles in the GPO
Typeline Magazine which is
distributed agency-wide and GPO
Leaders’ Update which is
distributed to GPO management
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Enterprise Architecture. Abstract Name. Real Results.
Enterprise Architecture group is here to help guide you through process mapping and to
help keep aligned all GPO IT initiatives
Are you looking to improve your office’s efficiency? Have you been asked to map your business
processes? You will be happy to know that you have access to the help and tools necessary to do
both—the Enterprise Architecture group
Road to success follows process maps
Before we can get to a better running GPO, we first have to look at how things are working now.
One of the best ways of doing that is by creating process maps. Process maps help you identify
all the pieces of a workflow and business process. With an accurate process map in hand, you
can then start streamlining and improving the process while working toward the “to-be” or future
process.
Check out some maps for yourself
If you want to get a better idea of what we’re talking about, check out some of the maps that
your colleagues have already made: http://www.main.gpo.gov/ITS/EA/models/default.htm.
The maps are organized by business units. Starting from the high-level view, you can click your
way down to see the individual processes that power GPO’s internal workings.
For a good example of process maps and a good overview of our production process, click on the
Plant Operations box. You will see a few of the business processes that we have already started
to map. If you then click on the Production (High Level) box, you’ll see a process map that shows
the flow from taking in the job from Congress through to delivery of the final product.
A few things to keep in mind about the maps…
Learn more about process maps
You can contact Enterprise Architecture group (202-512-2010) for more information. Also, the
group will hold sessions with each business unit over the next few months. In these sessions,
they will discuss how the process works and how they can work with you to create your process
maps. The sessions will be scheduled through your managing director.
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Confessions of Process Mappers
Read how your colleagues Lowell Brown, Erica Lopez, Manny Olds, and Sam Sax, are working with
the Enterprise Architecture group to get a head-start on an huge process mapping project
Last week, you read how the Enterprise Architecture group can help guide you in creating your process maps [see
Enterprise Architecture. Abstract Name. Real Results]. Here you’ll read about a few satisfied customers who have
worked with the group and have started their process maps.
Secret #1: Start now
“When we knew that we had to create process maps, we immediately recognized that we had to get started quickly,”
said Sam Sax, chief of the Testing and Technical Services division. “We knew that mapping the entire production
process—from print request to final product—would be nearly a year-long project.” Sam was referring to the
meeting last October with Paul Erickson during which …
Secret #2: Get the right resources
“After the October meeting, we met with the Enterprise Architecture group to see how they could help us,” said Sam.
“They went over methods of doing the process maps, but the most helpful thing was the software. They walked us
through the System Architect software that we now use to make elaborate process maps. The software is
immensely helpful and so much more powerful than other software packages.”
Lowell, Erica, and Manny have been using the software and building their, as you can imagine, huge process map.
“Basically, our process map has four boxes, one for each area of production—prepress, press, bindery, and
delivery,” Sam added. “But it’s the literally hundreds of smaller processes within each of those four boxes where
everything happens. We’re talking about being able to see a map that shows every step along the production
process. We still have some more work to do, but the map is well on its way to proving its worth.”
Secret #3: Map now, adjust later
The map Sam’s team is making is the as-is state of the production process. Once you know how the whole process
works, you can sit back and start to make adjustments to make it more efficient. “We’ve only been working for a
little more than a month on the map, but already we’re seeing areas that are candidates for improvement,” said
Sam. “We see places where we can make adjustments to increase throughput …
Sam wrapped it all up by saying, “The best advice I can give to my fellow managers is to get started as soon as
possible. Start by talking to the Enterprise Architecture group, and then begin your process mapping. Mapping will
teach you a lot about what is currently occurring within your manufacturing process, and it will show you how you27
can improve your process.”
Back to top
GEAR Website
 Easy to use web published version of
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the EA Repository from System
Architect
Defines multiple navigation pathsbased on the user’s perspective
Shows how all the pieces fit together
Discover opportunities for
improvement and collaboration
across the enterprise
EA Sequencing Plan and EA other
products are published online
Presented the GPO Online
Technical Reference Model (TRM) at
the IBM Rational Software
Conference Innovation 2009. This
web tool was developed by the GPO
EA Program Office
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Online Business Process Models
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Online Technical Reference Model
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Customer Focused EA
 Responding to requests from business units for assistance with
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documenting business processes (as-is and to-be) and support
for business process improvement
Assisting business units in developing business cases for future
systems (focusing on enterprise solutions)
Building buy-in and implementing IT governance structure and
processes
Fostering collaboration with project teams by providing
information and analyses leveraging the EA Repository
Conducting training sessions on the accessing and use the
online EA products
EA is bringing business units together to develop
integrated business processes and IT solutions
through effective communications
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Contact Information
Ida Milner
Chief Architect
[email protected]
Nicole Willis
Senior Enterprise Architect
[email protected]
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