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Instructions Please answer the discussion topic, well supported with outside research or assigned readings as appropriate, add value to the discussion, and demonstrate student’s understanding of concepts (As a model for excellence, please consider this process, Answer the question in your own words.Provide a quote, paraphrase or reference from our textbook or other source.Provide examples that demonstrate your answer and understanding of the concept.All sources must be cited, APA FormatResources:Practical Guide to FEAZachman - The_Framework_for_EA_Background_Description_and_Utilitycommon_approach_to_federal_ea (complements practical Guide to FEA) discussion_1_4_questions.docx practical_guide_to_fea.pdf common_approach_to_fea_.pdf common_approach_to_federal_ea.pdf eapj_special_edition_state_of_ea_survey.pdf Unformatted Attachment Preview Instructions Please answer the discussion topic, well supported with outside research or assigned readings as appropriate, add value to the discussion, and demonstrate student’s understanding of concepts (As a model for excellence, please consider this process, • Answer the question in your own words. • Provide a quote, paraphrase or reference from our textbook or other source. • Provide examples that demonstrate your answer and understanding of the concept. • All sources must be cited, APA Format Discussion 1: please provide: 1. Your own definition of EA, and 2. Why you believe it is important to align it with the organizations core goals and strategic direction Also, please refer to your Practical Guide to Federal Enterprise Architecture , Figure 3, page 9 and provide a response to: 3. Why is it important to maintain Control and Oversight in the Enterprise Architecture Process? Readings: Read: Section 2 (Definitions, Drivers, and Principles) in Practical Guide to FEA.pdf Common Approach to Federal Enterprise Architecture – pages 3-7 https://www.immagic.com/eLibrary/ARCHIVES/GENERAL/WHITEHSE/W120502C.pdf What is Enterprise Architecture(EA)? http://www.ittoday.info/Articles/What_Is_Enterprise_Architecture.htm#.XhOqLUdKhPZ EA - The Scarce Skillset in big Demand(Is it possible that EA may be having a comeback?) https://www.cio.com/article/3226444/enterprise-architecture-the-scarce-skillset-in-big-demand.html Special Edition State of EA Survey - EAPJ-Special-Edition-State-of-EA-Survey.pdf Discussion 2. Take the time to watch this YouTube video covering enterprise architecture from the Department of Defense Acquisition program perspective. The video is approximately 80 minutes in length. It takes about the first 10 minutes before switching to the architecture topic so please be patient. The video, in the simplest form, describes architecture as “the structure of components and their relationships, in a logical, purposeful manner”. Source: Video on Enterprise Architecture https://www.youtube.com/watch?v=TM_P32y3yNw&feature=youtu.be Please answer the following questions: 1. From the video, define “architecture viewpoints”. Why are they so important? 2. List some (2-3) of the most important things to consider when creating or maintaining an enterprise architecture. 3. Why is it important to document your architectural decisions? Readings: Read: Section 3 (Initiate Enterprise Architecture Program) in Practical Guide to FEA.pdf Common Approach to Federal Enterprise Architecture – pages 8-10 https://www.immagic.com/eLibrary/ARCHIVES/GENERAL/WHITEHSE/W120502C.pdf How Enterprise Architecture is Changing Everything--Including the CIO Role https://www.cio.com/article/2443290/how-enterprise-architecture-is-changing-everything--includingthe-cio-role.html What can EA do for your Organization? https://executive.mit.edu/blog/what-can-enterprise-architecture-do-for-your-organization Discussion 3. In your Practical Guide reading this week, the emphasis is on defining an architectural process and approach. In your own words, please describe: 1. What are some considerations for selecting a specific architectural framework? 2. Why are quality attributes (ilities) important when defining an architecture and why isnt it a good idea to bolt these on at a later date? 3. Please provide 2-3 considerations for evaluating an architecture. Readings: Read: Sections 4.1 - 4.4 (Define Architecture and Approach) and Appendix D (Example Architecture Products) in Practical Guide to FEA.pdf Common Approach to FEA - Basic Elements #1 and #2. Common Approach to FEA.pdf Comparison of Architectures - http://ggatz.com/images/SOA_COMPARE.pdf Selecting an Architectural Framework https://www.ibm.com/developerworks/rational/library/enterprise-architecture-maximum-value/ What to evaluate in an EA - http://www.ebizq.net/blogs/ea_matters/2013/06/what-to-evaluate-at-anenterprise-architecture.php What are Quality Attributes and Why Should I Care? https://flylib.com/books/en/2.843.1.40/1/ Discussion 4 1. Why is it important to ensure an alignment between the business processes, the architecture, and the vision of the organization? 2. Why is it so important to establish an Enterprise Architecture Governance framework? 3. Describe some of the most important characteristics relevant to EA governance 4. How does this transform change management? Readings: Read: Section 4.5 (Evaluate and Select a Framework) in Practical Guide to FEA.pdf Common Approach to FEA - Basic Element #3. Common Approach to FEA.pdf (Please read Basic Element #3 (Method) pages 15-22) Business Architecture: Creation and Application https://www.bainstitute.org/resources/articles/business-architecture-creation-and-application TOGAF Demystification Series: http://mikethearchitect.com/2013/02/togaf-demystification-seriescomparing-togaf-to-other-frameworks.html Architecture Governance EA Toolkit https://www.cio.com/article/2372450/the-essential-ea-toolkit-part3---an-architecture-governance-process.html Modeling the Enterprise Data Architecture: https://www.ibm.com/developerworks/rational/library/754-pdf.pdf A Practical Guide to Federal Enterprise Architecture Chief Information Officer Council Version 1.0 February 2001 Preface An enterprise architecture (EA) establishes the Agency-wide roadmap to achieve an Agency’s mission through optimal performance of its core business processes within an efficient information technology (IT) environment. Simply stated, enterprise architectures are “blueprints” for systematically and completely defining an organization’s current (baseline) or desired (target) environment. Enterprise architectures are essential for evolving information systems and developing new systems that optimize their mission value. This is accomplished in logical or business terms (e.g., mission, business functions, information flows, and systems environments) and technical terms (e.g., software, hardware, communications), and includes a Sequencing Plan for transitioning from the baseline environment to the target environment. If defined, maintained, and implemented effectively, these institutional blueprints assist in optimizing the interdependencies and interrelationships among an organization’s business operations and the underlying IT that support operations. The experience of the Office of Management and Budget (OMB) and General Accounting Office (GAO) has shown that without a complete and enforced EA, federal agencies run the risk of buying and building systems that are duplicative, incompatible, and unnecessarily costly to maintain and integrate. For EAs to be useful and provide business value, their development, maintenance, and implementation should be managed effectively. This step-by-step process guide is intended to assist agencies in defining, maintaining, and implementing EAs by providing a disciplined and rigorous approach to EA life cycle management. It describes major EA program management areas, beginning with suggested organizational structure and management controls, a process for development of a baseline and target architecture, and development of a sequencing plan. The guide also describes EA maintenance and implementation, as well as oversight and control. Collectively, these areas provide a recommended model for effective EA management. Background Reflecting the general consensus in industry that large, complex systems development and acquisition efforts should be guided by explicit EAs, Congress required Federal Agency Chief Information Officers to develop, maintain, and facilitate integrated systems architectures with the passage of the Clinger-Cohen Act1in 1996. Additionally, OMB has issued guidance that requires agency information systems investments to be consistent with Federal, Agency, and bureau architectures. Other OMB guidance provides for the content of Agency enterprise architectures.2 Similarly, the Chief Information Officer Council, the Department of the Treasury, the National Institute of Standards Technology (NIST), and GAO, have developed architecture frameworks or models that define the content of enterprise architectures.3 1 Public Law 104-106, section 5125, 110 Stat. 684 (1996). OMB Circular A-130, Management of Federal Information Resources, November 30, 2000. 3 Federal Enterprise Architecture Framework, Version 1.1, Federal Chief Information Officers Council, September 1999; Treasury Enterprise Architecture Framework, Version 1, the Department of the Treasury, July 3, 2000; the National Institute of Standards and Technology’s Enterprise Architectural Model, referenced in NIST Special Publication 500-167, Information Management Directions: the Integration Challenge; and Strategic Information Planning: Framework for Designing and Developing System Architectures (GAO/IMTEC-92-51, June 1992). 2 iii February 2001 A Practical Guide to Federal Enterprise Architecture Preface This guide builds upon, complements, and is directly linked to the GAO Information Technology Investment Management (ITIM) framework4 that was developed to provide a common structure for discussing and assessing IT capital planning and investment control (CPIC) practices at Federal Agencies. ITIM enhances earlier Federal IT investment management guidance by extending the Select/Control/Evaluate approach, mandated by the Clinger-Cohen Act, into a growth and maturity framework.5 It is also directly linked to the Federal Enterprise Architecture Framework. The Need for this Guide While these frameworks and models provide valuable guidance on the content of enterprise architectures, there is literally no federal guidance how to successfully manage the process of creating, changing, and using the enterprise architecture. This guidance is crucially important. Without it, it is highly unlikely that an organization can successfully produce a complete and enforceable EA for optimizing its systems’ business value and mission performance. For example, effective development of a complete EA needs a corporate commitment with senior management sponsorship. The enterprise architecture development should be managed as a formal project by an organizational entity that is held accountable for success. Since the EA facilitates change based upon the changing business environment of the organization, the architect is the organization’s primary change agent. Effective implementation requires establishment of system compliance with the architecture, as well as continuous assessment and enforcement of compliance. Waiver of these requirements may occur only after careful, thorough, and documented analysis. Without these commitments, responsibilities, and tools, the risk is great that new systems will not meet business needs, will be incompatible, will perform poorly, and will cost more to develop, integrate, and maintain than is warranted. Conclusion The processes described in this guide represent fundamental principles of good EA management. Since the guide is not a one-size-fits-all proposition, Agencies or organizations should adapt its recommendations and steps to fit their individual needs. We encourage you to consider these EA processes and best practices carefully before pursuing other approaches. An electronic version of this guide is available at the following Internet address: http://www.cio.gov. If you have questions or comments about this guide, please contact Rob C. Thomas II at (703) 921-6425, by email at rob.c.thomas@customs.treas.gov, or by mail at: U.S. Customs Service 7681 Boston Boulevard Springfield, VA 22153 4 Information Technology Investment Management: A Framework for Assessing and Improving Process Maturity (GAO/AIMD-10.1.23, Exposure Draft, 2000). 5 In the Select Phase, the costs and benefits of all available projects are assessed and the optimal portfolio of projects is selected. During the Control Phase, the portfolio is monitored and corrective action is applied where needed. In the Evaluate Phase, implemented projects are reviewed to ensure that they are producing the benefits expected and adjustments are made where appropriate. iv February 2001 A Practical Guide to Federal Enterprise Architecture Preface Credits This document was produced by the Federal Architecture Working Group (FAWG) under the strategic direction of the Enterprise Interoperability and Emerging Information Technology Committee (EIEITC) of the Federal Chief Information Officer Council. The following persons contributed to accomplishing this Guide. Name Rob C. Thomas, II Randolph C. Hite Ray Beamer William H. McVay Elaine Ward Keith Rhodes Mary Lou Collins George Brundage Scott Bernard Lester Diamond Michael A. Tiemann Thomas P. Cullen William Lew John Anderson Daryl Knuth Barbara Scott Paul J. Paradis Naba Barkakati Kathy Sowell Wayne Shiveley Title Dir., Tech. & Arch. Group, Chief Architect Dir., Information Technology Systems Issues Senior Principal Scientist Senior Policy Analyst Principal Engineer Chief Technologist Lead Engineer Chief Architect Management Consultant Assistant Director Dir., Arch. & Stnds. Div., Chief Architect Policy Analyst Technical Assistant Director Principal Engineer Information Architect Management Analyst Management Analyst Technical Assistant Director Lead Engineer Senior Computer Scientist Agency U.S. Customs Service General Accounting Office The MITRE Corporation Office of Management and Budget The MITRE Corporation General Accounting Office The MITRE Corporation U.S. Department of the Treasury Booz-Allen & Hamilton, Inc. General Accounting Office U.S. Department of Energy U.S. Customs Service General Accounting Office The MITRE Corporation U.S. Customs Service U.S. Department of Education U.S. Department of Energy General Accounting Office The MITRE Corporation Federal Bureau of Investigation v February 2001 A Practical Guide to Federal Enterprise Architecture Preface vi February 2001 Table of Contents Prefaceiii 1. Introduction......................................................................................................................................... 1 1.1. Purpose........................................................................................................................................ 1 1.2. Scope........................................................................................................................................... 1 1.3. Audience ..................................................................................................................................... 1 1.4. Document Organization .............................................................................................................. 2 1.5. How to Use this Guide................................................................................................................ 3 1.6. Related Documents ..................................................................................................................... 4 2. Definitions, Drivers, and Principles .................................................................................................. 5 2.1. Enterprise Architecture Defined ................................................................................................. 5 2.2. The Uses and Benefits of Enterprise Architecture...................................................................... 5 2.3. Legislation and other Guidance .................................................................................................. 6 2.4. Architecture Principles................................................................................................................ 7 2.5. The Enterprise Life Cycle........................................................................................................... 8 2.6. The Enterprise Architecture Process........................................................................................... 9 3. Initiate Enterprise Architecture Program...................................................................................... 11 3.1. Obtain Executive Buy-in and Support ...................................................................................... 11 3.1.1. Ensure Agency Head Buy-in and Support ................................................................... 11 3.1.2. Issue an Executive Enterprise Architecture Policy ...................................................... 11 3.1.3. Obtain Support from Senior Executives and Business Units....................................... 12 3.2. Establish Management Structure and Control........................................................................... 13 3.2.1. Establish a Technical Review Committee ................................................................... 14 3.2.2. Establish a Capital Investment Council ....................................................................... 14 3.2.3. Establish an EA Executive Steering Committee.......................................................... 14 3.2.4. Appoint Chief Architect............................................................................................... 14 3.2.5. Establish an Enterprise Architecture Program Management Office ............................ 15 3.3. Enterprise Architecture Program Activities and Products ........................................................ 17 3.3.1. Develop an EA Marketing Strategy and Communications Plan.................................. 17 3.3.2. Develop an EA Program Management Plan ................................................................ 18 3.3.3. Initiate Development of the Enterprise Architecture ................................................... 18 4. Define an Architecture Process and Approach .............................................................................. 21 4.1. Define the Intended Use of the Architecture............................................................................. 22 4.2. Define the Scope of the Architecture........................................................................................ 22 4.3. Determine the Depth of the Architecture .................................................................................. 22 4.4. Select Appropriate EA Products ............................................................................................... 23 4.4.1. Select Products that Represent the Business of the Enterprise .................................... 23 4.4.2. Select Products that Represent Agency Technical Assets ........................................... 24 4.5. Evaluate and Select a Framework............................................................................................. 24 4.5.1. Federal Enterprise Architecture Framework................................................................ 25 vii February 2001 A Practical Guide to Federal Enterprise Architecture Contents 4.5.2. DoD C4ISR Architecture Framework.......................................................................... 27 4.5.3. Treasury Enterprise Architecture Framework.............................................................. 28 4.6. Select an EA Toolset................................................................................................................. 30 5. Develop the Enterprise Architecture .............................................................................................. 33 5.1. Collect Information................................................................................................................... 34 5.2. Generate Products and Populate EA Repository....................................................................... 35 5.2.1. Essentials in Building the Baseline Architecture ......................................................... 36 5.2.2. Essentials in Building the Target Architecture ............................................................ 36 5.2.3. Re ... Purchase answer to see full attachment