1. Enterprise Architecture for Federal
Organization Improvement
Roy Roebuck
Enterprise Architect

2. Organizational Improvement – Why?
• It’s Required by Laws, Regulations, Directives, and Policies Authoritative Guidance
• Paperwork
• It’s Sought by the Directors, Generals, CEO’s and Higher Reduction Act (PRA)
Headquarter • Federal Managers
Financial Integrity
• Budget Constraints, Current and Future Act (FMFIA)
• Government
• Quality Feedback Performance and
• Product (e.g., Goods, Services, Benefits, Entitlements) and Results Act (GPRA)
• Clinger‐Cohen Act
Operational Cost Feedback (CCA)
• Speed/Responsiveness Feedback • Government
Paperwork
• National Concern with Government Products, Programs, and Elimination Act
(GPEA)
Costs • OMB Circulars A‐11
(Budget), A‐123
• Leadership and Management Increasingly Have to Answer (Internal Controls of
More Questions, and Make More Decisions, More Rapidly Processes), A‐130
(Information
• Rapid Response to Questions and Decision‐Needs Is Not Fully Resources
Management)
Supported by Available, Accurate, Timely, Verifiable, and • Several Others
Accountable Information
• The Drive to Good, Fast, and Less‐Expensive Programs and
Products Never Ceases

3. Organizational Improvement – How?
• Have a Consistent Improvement (i.e., Change)
Method
• Know and Improve Processes
• Know and Improve Products
• Know and Improve Information (e.g., Data)
• Know and Improve Communication
• Know and Improve Structure and Culture

4. Enterprise Architecture – Why?
An EA is intended to be used to dramatically improve:
– Simultaneous Compliance – Processes
with Many Laws, Regulations, – Management Controls
Memorandum, Directives,
and Policy – Production
– Cost‐savings per Product – Performance
– Operational, Development, – Communication
and Administrative Costs – Coordination
– Quality in Products and – Collaboration
Operations
– Demand Response – Security
– Planning – Privacy
– Adaptability – Access Control
– Accountability

5. Enterprise Architecture – What is it?
• An Architecture is a model (or viewpoint) of some subject, to include its past,
present, and intended states
• An Enterprise is a endeavor to achieve a mission or purpose, and the external
environment in which the endeavor is performed
• A whole Organization operating within its external environment is an Enterprise.
• So the Enterprise Architecture (EA) is a model of the whole Organization within
its external environment – past, present, and intended
• An EA is a Knowledge‐Base
• An EA can consist of many “merged architectures”, such as a merger of
architectures from each of the Organization’s Divisions, Lines of Business,
Programs, Locations, Resource Managers (e.g., HR, Facilities, Logistics, Finance,
IT), Suppliers, Customers, Partners, etc.
• A complete EA will contain all of the modeled “viewpoints” of all Enterprise
Leaders, Managers, Workforce, as well as some viewpoints of its “Value‐Chain”
participants operating in the external environment
• An EA is a Federally‐required Change Process for all Federal Executive
Agencies.
• An EA is not just for IT Investment and Development Governance

6. EA – How?
• An EA models all of the named‐parts of the organization and
its enterprise, how they relate to each other, and how the
parts and relationships are described.
• An EA is a map to a very complex territory.
• An EA changes constantly, aligned with organization and
enterprise changes ‐ some parts change faster than others
• Multiple EAs can be easily merged if they are built using a
common structure, process, data and toolset.
• An EA is built by consistently modeling processes and the data
that supports those processes, simultaneously addressing top
to bottom, bottom to top, and middle‐outward processes

7. EA – How (Cont.)?
• An EA models all of the named‐parts of
an enterprise, how they related to each Location
Catalog
other, and how the parts and
relationships are described Organization
Catalog
– Simply, an EA consists of the significant
nouns, verb phrases, adjectives, and Organization Unit
adverbs used in enterprise documents, Catalog
databases, web sites, and communication
Enterprise
– The nouns are organized into a hierarchy Knowledgebase,
Function
Catalog
of broader to narrower meaning, Common References
(BRM)
questions, and answers called a (Vocabulary, Concepts)
Taxonomy, Catalog, or Reference Model Process
Catalog
– The verbs are organized into a hierarchy (PRM, SRM,
DRM)
representing broad types of relationships.
• Noun‐Verb‐Noun links show the Resource
relationships between enterprise parts – Catalog
(SRM/DRM/T
the more of these that are recorded, the RM)
more complete the EA

8. EA – Example Lifecycles
• A top‐level process would be the Five Year “Mission Lifecycle”, starting with its Mission, Vision, Goals,
and Success Indicators.
• A functional (middle‐out) process would be the “Organization’s Annual IT Requirement Lifecycle”.
• A operational (bottom‐up) process would be the many ongoing “Organization’s IT Software
Development Lifecycle” (SDLC) projects.
Operation Lifecycle
1 Where we are today 3 How we’ll get there 2 Where we want to go
(Management) (Management) (Leadership)
Risk Assessment,
Performance Measurement, Mission
Operating Environment
And Adjustments
Evolving Strategy
Value-Lattice (Adaptation Decisions) Vision
(Integrated Value Chains)
Strength,
Weakness, Opportunity, Goal
and Threat Awareness
Tightening “Acceptable Performance” Success
Progress Indicators from Lessons Learned Indicators
During Operations (Intelligence Refinement)
(Objective Criteria)
EA provides a procedure to move from problems to solutions, at any scale.
EA enables accomplishment of mission goals and objectives.
Public Domain. Authored and Maintained by Roy Roebuck, 1982‐2011 2

9. EA Enables Enterprise Leadership and Management Functions
Leadership Gains ‐ Progression from Current Situation to Improved Situation, With Cohesion,
Cohesion (i.e., Control)
By Using a Managed
Configuration and A. Leadership (By
Situational Awareness Citizens/Owners,
B. Management (By Staffs) Legislatures/Boards,
From a Shared Viewpoint
(i.e., Architecture) and Executives)
1. Enterprise Components
1.1. Location 1 Our Status Today 3 How We’ll Get There 2 Our Intended Status
1.2. Organization (As-Is Disorder) Now (Migration, Control) Tomorrow (To-Be Order,
1.3. Organization Unit (Management) (Management) Command) (Leadership)
1.4. Function
Risk and Vulnerability Assessment,
1.5. Process
Performance Measurement,
1.6. Resource Operating Environment Mission
And Adjustments
2. Capability
Requirements Evolving Operation Strategy
2.1. Conceptual To Close Gaps and Reduce Overlaps
2.2. Specified Value-Lattice Satisfaction Vision
(Integrated Value Chains) (Adaptation Decisions)
2.3. Authorized
2.4. Funded
2.5. Implemented Strength,
2.6. Operational Weakness, Opportunity, Goal
2.7. Disposed and Threat Awareness
3. Component Relations
3.1. Categorization
(Taxonomy)
3.2. Containment
Success
3.3. Sequence (Process)
3.4. Version (Change) Indicators
(Business Drivers,
3.5. Equivalence
Tightening “Acceptable Performance” Performance
(Thesaurus)
Progress Indicators from Lessons Learned Targets, Objective
3.6. Variation
(Intelligence Refinement) Criteria)
3.7. Descriptive
Leadership Tracks Measured and Adjusted Progression, Pulling the Enterprise Into An Intended Future State (i.e., Direction or Command)
Organization Leadership, Management, and Workforce All Depend On Appropriately Available Knowledge About The Enterprise
(i.e., The Organization Within Its Environment) and How They Relate To It
Public Domain. Authored and Maintained by Roy Roebuck, 1982‐2011 4