Enterprise Architecture Process Improvement EPIC Process Improvement Workshop

Enterprise Architecture & Process Improvement EPIC Process Improvement Workshop April 17, 2007 Dick Burk Chief Architect and Manager, Federal Enterprise Architecture Program, OMB

Value to the Mission Increase the value of architecture activities to improve results in agency mission areas. Citizen-Centered, Results Driven Government 2

Strategic Outcomes from EA • Operational excellence • More customer intimacy • Better services to citizens (customers) • More strategic agility Source: Enterprise Architecture as Strategy, Jeanne Ross, Peter Weill and David Robertson Citizen-Centered, Results Driven Government 3

FEA Strategic Initiatives for FY 07 • Deliver Value to Core Mission Program Areas • Accelerate Adoption of Cross Agency Initiatives • Develop Measures of EA Performance Citizen-Centered, Results Driven Government 4

Why Segment Architecture? • Enterprise Architecture provides “big picture” view across the organization • Segment Architecture focus on specific areas of the business and is more detailed and results-oriented – Improve program performance and better customer (citizen) service – Perform operations more efficiently and effectively • Based on the Business Reference Model (BRM) and Service Component Reference Model (SRM). Citizen-Centered, Results Driven Government 5

Architecture Segments: Lo. Bs and Services SBA Treasury Ag en ci es Defense EPA Interior Justice DHS Energy Enterprise Reusable Services Service Components Homeland Security Natural Resources Economic Development Education Community and Social Services Health Human Resources Financial Management HHS Mapping / Geospatial / Elevation / GPS Security Management Records Management Business Services Citizen-Centered, Results Driven Government Core Mission Area 6

Segment Identification Citizen-Centered, Results Driven Government 7

Architecture Levels Citizen-Centered, Results Driven Government 8

Three Types of Segments • Core Mission Area – Unique service area defining the mission or purpose of the agency – Core mission areas are defined in the agency Business Model. • Business Service: – Common or shared business service supporting a core mission area. – Business services are defined in the agency Business Model and include the processes and back office services used to achieve the purpose of the agency. • Enterprise Service: – Common or shared IT service supporting core mission areas and business services. – Enterprise services are defined in the agency Service Model and include the applications and service components used to achieve the purpose of the agency. Citizen-Centered, Results Driven Government 9

FEA Practice Guidance • Concepts described in the FEA Practice Guidance – Segment Architecture – Enterprise Architecture (EA) Transition Strategy – Measuring EA Value • Sections: – – – Section 1 – Overview Section 2 – Introducing Segment Architecture Section 3 – Developing Segment Architecture Section 4 – EA Transition Strategy Section 5 – Measuring the Value of EA Programs (Draft) Citizen-Centered, Results Driven Government 10

Architecture – Budget Schedule Citizen-Centered, Results Driven Government 11

Agency Example: Housing Mortgage Insurance at the Department of Housing and Urban Development Citizen-Centered, Results Driven Government 12

Mortgage Insurance Lo. B: Current Architecture Citizen-Centered, Results Driven Government 13

Mortgage Insurance Lo. B: Target Architecture Citizen-Centered, Results Driven Government 14

Result: More Efficient Support for the Business Functions Processes Transition Strategy Systems Current Architecture Functions Processes Transition Strategy Core Mission Areas Enterprise Services Target Architecture Citizen-Centered, Results Driven Government Reporting Stakeholder Management Financial Management 15

Return on Investment Inputs Outcomes • Four months of time from Architects and Program Officials • Three years to transition to target state • $9 million dollars in DME (not including infrastructure) • Reduced the number of systems by nearly 80% • Minimized functional overlap in the Mortgage Insurance Lo. B • Modernized HUD’s technology base • Decreased the total cost of ownership from $28 million dollars to $16 million • Increased the number of loans processed per day • Identified faster, the number of lenders who are illegally discriminating • Identified earlier, the lenders providing HUD with bad loans • Identified non-viable lenders, and responded faster Citizen-Centered, Results Driven Government 16

For Further Information: www. egov. gov Citizen-Centered, Results Driven Government 17