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GEM Executive Overview - Market for GEM-EMA 20090315

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Information about GEM Executive Overview - Market for GEM-EMA 20090315
Business & Mgmt

Published on March 14, 2009

Author: royroebuck

Source: slideshare.net

Description

GEM Executive Overview - Market for GEM-EMA 20090315
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Using the General Endeavor Management (GEM) Approach Leveraging, Expanding, and Unifying OMB FEA and DoDAF Compliant Enterprise Architectures Orientation and Discussion Slides Roy Roebuck 703-598-2351 [email_address]

GEM Start Point: An Enterprise is Treated As A Single Object In a Dynamic Environment 06/08/09 Enterprise = a purposeful endeavor Value-Chains Opportunity and Competition / Threat / Risk Strength and Weakness / Vulnerability Enterprise 1 Enterprise 2 Enterprise 3

EA Supports Leadership with Enterprise Cohesion and Coherence B. Management (By Executives and Staffs) A. Leadership 06/08/09 Cohesion of Intention By Managing a Coherent Configuration (Endeavor Architecture) (EA): 1. Components (Subjects) 1.1. Locations 1.2. Organizations 1.3. Organization Units 1.4. Functions 1.5. Processes 1.6. Resources 2. Relations 2.1. Requirements 2.2. Questions and Answers Measured and Adjusted Progression Towards Defined Future State 1 Where we are today… (As-Is Disorder) (Management) 2 Where we want to go… (To-Be Order) (Leadership) 3 How we’ll get there (Migration) (Management) Shortfalls and deficiencies Gaps and Overlaps Transition Plans

A Subject’s Context and Content Context Content Context Context Content Content Container or Predecessor Subject X Component or Successor Subject Y Base Subject Child Subject Parent Subject Parentage Inheritance Descendant Inheritance Past Change Future Change Present Change

Direct and Indirect Subject Connections Basic Modeling Technique Subject A (Noun) is directly related to (verb) Subject B (noun) Subject C (noun) is directly related to (verb) is indirectly related to (has inferred or transitive relationship) (verb) Context Content Context Content Context Content

The Enterprise Object Value Chain Relationship Elements 5. Supplier (Input ) 2.1 Products 2.2 Process 2.3 Structure 2.4 Culture 2. Your Enterprise (Internal, Insource , and Outsource Activity) 1. Customer (Output, Outcome) 4. Partner (Output, Mechanism) 3. Authority (Control) 6. Public ( Output, Control) Perform, Measure, and Improve 4. Partner (Input, Mechanism) 6. Public (Input, Control) Predecessor Value-Chain Links Successor Value-Chain Links Internal Value-Chain Links a. Expectation and e. Satisfaction b. Requirement c. Production d. Provision

What Is General Endeavor Management (GEM)? A closed loop methodology (i.e., a detailed, self-refining procedure) for building, managing, improving an endeavor’s operations and its decision life cycles. GEM can be implemented as an Intelligence and Operations Management Life Cycle Information System for any purpose at all levels of endeavor activity, for all types of endeavors. 06/08/09 A design for a “common backplane” intelligence and strategic operations management information system, that can support management at any scale from individual to universal A way of perceiving the adaptive endeavor as a single thing within its larger dynamic environment An executable model of a general endeavor, adaptable to any specific endeavor A proposed “best practice” for managing, and a core practice for management consulting Strategic Operations From Managed Intelligence Operational And Analytical Intelligence Refinement Intelligence (Semantic) Inventory Intelligence Unification Situational Resource Distribution, Access Provisioning, Semantic Simulation, and Virtual Applications Operations Management Intelligence Management

A closed loop methodology (i.e., a detailed, self-refining procedure) for building, managing, improving an endeavor’s operations and its decision life cycles. GEM can be implemented as an Intelligence and Operations Management Life Cycle Information System for any purpose at all levels of endeavor activity, for all types of endeavors.

A design for a “common backplane” intelligence and strategic operations management information system, that can support management at any scale from individual to universal

A way of perceiving the adaptive endeavor as a single thing within its larger dynamic environment

An executable model of a general endeavor, adaptable to any specific endeavor

A proposed “best practice” for managing, and a core practice for management consulting

What Are The Functions and Products of GEM? 06/08/09 GEM Functions 1. Conduct operations under access control 2. Learn from operations using intelligence management functions 3. Inventory intelligence (metadata and data) 4. Organize intelligence (Knowledge Management) 5. Implement resource distribution, access control, security architecture, simulations, and virtual applications 1. Operation Management 2. Intelligence Refinement 3. Intelligence Inventory 4. Intelligence Structure 5. Resource Distribution and Access Provisioning Enterprise Operations Enterprise Intelligence GEM Products A. Operational experience B. Operational/analytical results and data C. Vulnerability/Risk Assessment D. Extracted intelligence, managed metadata and data, intelligence integration/fusion E. Management intelligence, EA, and requirements for asset access and distribution F. Vulnerability/Risk Identification G. Intelligence distribution for concurrent operations (i.e., cooperation), analysis, and decisions G A B D E C F

GEM Overview – Operations Management Life Cycle Views 06/08/09 2. Operations 1. Intelligence 2. Processes 1. Metadata, Data, Semantics 2. Methodology (GEM) 1. Metamodel (EMA) Strength, Weakness, Opportunity, and Threat (SWOT) Assessment Value Chain Assessment (Products, Customers, Suppliers, Partners, Authorities, Public, Internal Analysis) Gaps and Overlaps (G&O) Architectural Knowledge Organization, Function, Program, or Project Operations Mission Vision Goals Performance Measures (Success Indicators) Strategies Baseline Operations Analysis Products/Services Activities/Systems Costs/Benefits Initiatives (Unfulfilled Requirements) Investment Cost Performance Impact Operations Cost Impacts Implemented Plans Review Actual Performance Assessment Value Chain Assessment SWOT Assessment Gaps and Overlaps Improvement Efforts Architecture Refinement

Organization, Function, Program, or Project Operations

Mission

Vision

Goals

Performance Measures (Success Indicators)

Strategies

Baseline Operations Analysis

Products/Services

Activities/Systems

Costs/Benefits

Initiatives (Unfulfilled Requirements)

Investment Cost

Performance Impact

Operations Cost Impacts

Implemented Plans Review

Actual Performance Assessment

Value Chain Assessment

SWOT Assessment

Gaps and Overlaps

Improvement Efforts

Architecture Refinement

Enterprise Basic Questions And Assertion Structure 06/08/09 RESOURCE CONTEXT What goes into ___? What results from ___? What constrains ___? What enables ___? PROCESS CONTEXT How do we ___? FUNCTION CONTEXT What is done for ___? Why is ___ done? ORGANIZATION UNIT CONTEXT Who does ___? Who supplies ___? Who produces ___? Who receives ___? ORGANIZATION CONTEXT Who is responsible for ___? Who has the authority to ___? Who has the resources for ___? LOCATION CONTEXT Where is ___? REQUIREMENT LIFE CYCLE CONTEXT When is ___? How many ___? How often are ___? How much is ___? BASIC QUESTIONS IN CONTEXT (User Query of GEM Fact Table) SUBJECT Location Data Organization Data Organization Unit (Performer) Data Function Data Process Data Resource Data Requirement Life Cycle Data

Enterprise Management (EM) Facets 06/08/09 LOCATION FACET ORGANIZATION FACET ORGANIZATION UNIT (PERFORMER) FACET FUNCTION FACET PROCESS FACET RESOURCE FACET REQUIREMENTS (Facet Relations)

Interoperable Enterprise Management (EM) Through Merged Terminology (Taxonomic Facets) and Architecture 06/08/09 Unified Management Terminology and Architecture Domain B Terminology Domain A Terminology Domain C Terminology Domain D Terminology

Value Lattice (GEM Ontology and Ecology) Many Locations Many Organizations Many Organization Units Many Functions Many Processes Many Resources Many Requirements Increase value by knowing and optimizing the number of relationships for a given situation. to to to to to to Managed Relations and Attributes

GEM-EMA Value Lattice (Subjects and Linkages) 06/08/09 GEM-EMA .01 .02 .03 .04 .05 .06 LOCATION CATALOG ORGANIZATION CATALOG ORGANIZATION UNIT (OFFICE/POSITION) CATALOG FUNCTION CATALOG PROCESS CATALOG RESOURCE CATALOG MISSION CATALOG .07 1.0 ENDEAVOR CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS Location Contains Organization Organization Establishes OU OU Accomplishes Function Function Applies Process Process Produces/Consumes Resource Resource Satisfies Requirement Organization Occupies Location OU Perform Mission Function Justifies OU Process Achieves Function Resource Inputs-To/Results-From Process Requirements are Satisfied by Resource

Management – Migrating Mission Capability Life Cycle from As-Is to To-Be Performance Levels Through Strategy Implementation 1 Where we are today… (As-Is) 2 Where we want to go… (To-Be) GEM Decision Management, using Enterprise Architecture, provides a procedure to move from problems to solutions through the balanced implementation of operational and investment strategies. 3 How we’ll get there (Transformation) Problems in accomplishing the mission, caused by new/changed missions and operational and investment shortfalls and deficiencies, drive requirements . Requirements for an ideal mission capability and perfect mission performance are stated in the management vision, with attainable goals and success indicators of goal attainment, drive strategies . Strategies , to achieve the mission’s success indicators provide alternative paths to move the organization from its current operational performance levels to new levels of performance (through improvements) and/or new capabilities (through investments), drive change . Funding of change strategies need to be balanced within and between: current operations, operational improvements, and new investments. Portfolio Management provides a collection of fully researched, documented, and categorized investments and improvements as possible change strategies for achieving the success indicators.

Strategies , to achieve the mission’s success indicators provide alternative paths to move the organization from its current operational performance levels to new levels of performance (through improvements) and/or new capabilities (through investments), drive change .

Funding of change strategies need to be balanced within and between:

current operations,

operational improvements, and

new investments.

Portfolio Management provides a collection of fully researched, documented, and categorized investments and improvements as possible change strategies for achieving the success indicators.

Enterprise Functions (Both Reusable and Unique Processes and Content Across Peers and Subordinates) Executive / Direction / Command Functions Organization, Function, Program, and Project Mission Vision Goals Objectives (Performance Measures, Service Levels) Strategies (Policy, Process, Plan) Security Executive / Measurement / Control Functions Process Control Points Transaction with Metric Collection/Processing Data Elements Table Fields Field Entry Criteria/Security Field Values (Measured Facts) Production Functions Baseline Operations (As-Is, ABC) Products (Goods/Services) Activities/Systems Costs/Benefits Initiatives (Proposed Operations, FEA) Investment Costs Performance Impacts Operations Cost Impacts Resource Functions Human (Person/Skill) Intelligence Result/Decision/Knowledge/Information Semantics/Data/Signals/Event/Situation Finance Materiel Facilities Services (Outsourced Process) Time Space Energy Data Warehouse Data Analysis Decision Support Executive Information Enterprise Architecture Knowledge Models Executive Functions (Direction / Command) (Value-Chain Efforts) Production Functions (Efforts for External Customers) Executive Functions (Measurement / Control) (Value Stream Efforts) 80%+ Reusable (GEM Focus) 20% Reusable (80% Mission Unique) (Improve With GEM) 80%+ Reusable (GEM Focus) 80%+ Reusable (GEM Focus) Data Models Resource Control Systems Resourcing Functions (Efforts for Internal Customers) Resource Information Systems

Managing an Enterprise 06/08/09 5 4

GEM and Enterprise Management Maturity (EMM) Levels 06/08/09 EMM Level 5: Real-Time Enterprise Management EMM Level 4: Enterprise Operational Management GEM provides escalating levels for building and integrating a mature enterprise management capability. EMM Level 3: Enterprise Architecture EMM 2 EMM 1 EMM 3 EMM 4 EMM 5 Growing the Capability Tree GEM can begin in any part of the enterprise and grow outward, but starting with the whole enterprise is recommended for speedy, economic, effective, and efficient results. EMM Level 1 System Architecture A EMM Level 2: Functional Architecture X EMM Level 1 Database Architecture B EMM Level 1 Software Architecture C EMM Level 2: Program Architecture Y EMM Level 1 Project Architecture D

The EMA Foundation Is Engineering Continuum of Knowledge Management Process Activities Roles 8. Configuration Change Management Technology Insertion Product/Service Test and Evaluation Governance of Implementation Governance of Change 10. Enterprise Management Owners, Boards, Executives, and Managers 9. Enterprise Engineering (Enterprise Management Architecture – EMA) Business Architect (e.g., Enterprise Architects, Management Analysts, Semantic Analysts) 7. Enterprise Architecture (of Solutions) 6. Strategic Management 5. IT Portfolio 4. Infrastructure Engineering Network Architects / Engineers, Solution Architects 3. System Engineering System Architects / Engineers, Solution Architects 2. Software Engineering Software Architects / Engineers, Solution Architects 1. Data Engineering / Management Data Architects / Engineers, Solution Architects

8. Configuration Change Management

Technology Insertion

Product/Service Test and Evaluation

Governance of Implementation

Governance of Change

GEM Example Uses (Market Opportunities) GEM can be used to simultaneously support and integrate the following government management programs , among others, as well as the corresponding programs outside of government, in concurrent support of Owners/Citizens Boards/Legislatures, Executives, Managers, Supervisors, Staff, and Operators OMB FEA, DoDAF , and TOGAF EA Management Extending EA and Business Architecture as a Foundation for Providing a Holistic Management Solution Human Capital , Organization and Staffing, and Force Structure Management Integrating Enterprise and Functional Governance support Resource Management Life Cycle Support including OMB A-11 Outsourcing Support including OMB A-76 Internal Management Controls including OMB A-123 and Sarbanes-Oxley Financial Management including OMB A-127 Management of Information Resources including OMB Circular A-130 Value-Engineering including OMB A-131 Financial Reporting including OMB A-136 Earned Value Management Management Architecture, Organization Design, Enterprise Engineering System and Software Life Cycle Management Performance/Quality/Cost Improvement (e.g., Lean, Six Sigma , Kaizen, Theory of Constraints, Value-Stream and Value-Chain Improvements) BPR and BPM Cycle Time Reduction Decision Latency Improvement FISMA Support and Security Management Continuity/Risk Management Metadata, Data, and Semantics Management Knowledge Management Virtual Enterprise Database (Enterprise Shared References , Master Data Management ) Value-Chain Integration Situational Awareness Command and Control (C2) Real Time Enterprise Whole-Enterprise Requirement, Asset, Portfolio, Investment, Program, Project, and Change Management See OMB Circulars at http://www.whitehouse.gov/omb/circulars/index.html How? GEM unifies all Past, Present, and Planned/Potential Operations and their Recorded Intelligence 06/08/09

GEM can be used to simultaneously support and integrate the following government management programs , among others, as well as the corresponding programs outside of government, in concurrent support of Owners/Citizens Boards/Legislatures, Executives, Managers, Supervisors, Staff, and Operators

OMB FEA, DoDAF , and TOGAF EA Management

Extending EA and Business Architecture as a Foundation for Providing a Holistic Management Solution

Human Capital , Organization and Staffing, and Force Structure Management

Integrating Enterprise and Functional Governance support

Resource Management Life Cycle Support including OMB A-11

Outsourcing Support including OMB A-76

Internal Management Controls including OMB A-123 and Sarbanes-Oxley

Financial Management including OMB A-127

Management of Information Resources including OMB Circular A-130

Value-Engineering including OMB A-131

Financial Reporting including OMB A-136

Earned Value Management

Management Architecture, Organization Design, Enterprise Engineering

System and Software Life Cycle Management

Performance/Quality/Cost Improvement (e.g., Lean, Six Sigma , Kaizen, Theory of Constraints, Value-Stream and Value-Chain Improvements)

BPR and BPM

Cycle Time Reduction

Decision Latency Improvement

FISMA Support and Security Management

Continuity/Risk Management

Metadata, Data, and Semantics Management

Knowledge Management

Virtual Enterprise Database (Enterprise Shared References , Master Data Management )

Value-Chain Integration

Situational Awareness

Command and Control (C2)

Real Time Enterprise

Whole-Enterprise Requirement, Asset, Portfolio, Investment, Program, Project, and Change Management

See OMB Circulars at http://www.whitehouse.gov/omb/circulars/index.html

How? GEM unifies all Past, Present, and Planned/Potential Operations and their Recorded Intelligence

GEM-Enabled Service Categories Support Any Executive Agenda, Including The US President’s Management Agenda (PMA) 06/08/09 Concurrent Enterprise Management Services (EMS) Support for Owners/Boards and Executives. ( Extending EA and Business Architecture as a Foundation for Providing a Holistic Management Support Solution Integrating: Enterprise and Functional Governance, Resource Management Life Cycle including OMB A-11 , Outsourcing including OMB A-76 , Internal Management Controls including OMB A-123 and Sarbanes-Oxley , Financial Management including OMB A-127 , Value-Engineering including OMB A-131 , Financial Reporting including OMB A-136 , Earned Value Management, Enterprise Engineering , Performance/Quality/Cost Improvement (e.g., Lean/Kaizen, Six Sigma , Theory of Constraints, Value-Stream Improvements), BPR , Cycle Time Reduction, Decision Latency Improvement, FISMA Support and Security Management, Continuity/Risk Management , Metadata Management, Knowledge Management , Virtual Enterprise Database, Value-Chain Integration, Situational Awareness , C2 , Real Time Enterprise, and Whole-Enterprise Requirement, Asset, Portfolio, Program, Project, Change Management, etc.) IT Enterprise Architecture Services (EAS) (Advising-On and Implementing FEA , Zachman, DoDAF (1, 1.5, 2), TOGAF 8/AMP, Spewak EAP, etc. EA , and IT Portfolio Management ) IT Services (ITS) (Providing Web, LAN/WAN/Wireless, Applications, Application and Data Integration, Databases, Data Warehousing, IT Operations, Customer Service, Legacy, etc. ITIL /ITSM/ CMMI/SOA/ESB , DoDAF ) Network Infrastructure Services Owners/Citizens Board/Congress CEO/President COO CFO CHCO CKO CIO Functional Managers CFO CIO CTO CIO CTO System / Software Development Managers Target Audience There are no competing EM methodologies There are multiple IT EA and IT Portfolio Vendors and Approaches which can be integrated by GEM and extended using GEM, but very few IT EA methodologies and no whole-enterprise EA methodologies There are many competing IT and Network Service Vendors PMA Initiatives Human Capital Competitive Sourcing Financial Performance Enhanced eGovernment (e.g., e-Gov, EA) Budget/Performance Integration (Scorecard)

Owners/Citizens

Board/Congress

CEO/President

COO

CFO

CHCO

CKO

CIO

Functional Managers

CFO

CIO

CTO

CIO

CTO

System / Software Development Managers

PMA Initiatives

Human Capital

Competitive Sourcing

Financial Performance

Enhanced eGovernment (e.g., e-Gov, EA)

Budget/Performance Integration (Scorecard)

GEM Strategic Management Spiral Life Cycle 06/08/09 Strength, Weakness, Opportunity, and Threat (SWOT) Assessment Value Chain (Products, Customers, Suppliers, Partners, Authorities, Public, Internal Analysis) Model the Enterprise Inventory and Categorize Functions Architect Functional References and Methodologies (e.g., Enterprise Architecture) Manage Mission (Per Organization, Function, Program, Project, or Person) Define and/or Validate Mission Establish and Communicate Vision Establish and Validate Goals Define Success Indicators (e.g., Performance Objectives, Measures, Service Levels, Contract Deliverables) Develop Strategies (Requirements Management and Analysis) (Projects) Plan Current Operations (Recurring Functions/Programs/Projects) Activities /Services (Performance Metrics) Products /Systems /Software (Product/System Specifications) Costs/Benefits Plan Initiatives (New/Improved Functions/Programs/Projects) Investment Cost (Infrastructure, Development, Procurement) Performance Impact Operations Cost Impacts *Implement Strategy Plans (Projects, Accounting, Configuration Mgmt) *Perform Project *Track Project Performance *Account for Project Resources *Manage Project Configurations *Measure Project Performance *Review Strategy Performance *Adjust Performance for Mature Mission Management Manage Full Enterprise Configuration (Reorganization, Reallocation, etc.) Gaps and Overlaps (G&O) Architectural Knowledge Improvements/BPR

Model the Enterprise

Inventory and Categorize Functions

Architect Functional References and Methodologies (e.g., Enterprise Architecture)

Manage Mission (Per Organization, Function, Program, Project, or Person)

Define and/or Validate Mission

Establish and Communicate Vision

Establish and Validate Goals

Define Success Indicators (e.g., Performance Objectives, Measures, Service Levels, Contract Deliverables)

Develop Strategies (Requirements Management and Analysis) (Projects)

Plan Current Operations (Recurring Functions/Programs/Projects)

Activities /Services (Performance Metrics)

Products /Systems /Software (Product/System Specifications)

Costs/Benefits

Plan Initiatives (New/Improved Functions/Programs/Projects)

Investment Cost (Infrastructure, Development, Procurement)

Performance Impact

Operations Cost Impacts

*Implement Strategy Plans (Projects, Accounting, Configuration Mgmt)

*Perform Project

*Track Project Performance

*Account for Project Resources

*Manage Project Configurations

*Measure Project Performance

*Review Strategy Performance

*Adjust Performance for Mature Mission Management

Manage Full Enterprise Configuration (Reorganization, Reallocation, etc.)

Steps in Building the GEM-EMA, A Process of Discovery and Capture 06/08/09 1. Location 2. Organization 3. Workforce (Office, Team, Role, Billet, Occupation) 4. Function 5. Process 6. Resource Life Forms (People,etc) Information Skills Funds Materiel Facilities Service Space Time 7. Requirement Life Cycle State Assess Concept Request Authorize Approve Acquire Allocate Deploy Operate (Deadline) Maintain I. Enterprise Vocabulary from Data and Its Metadata II. Enterprise Inventory (Vocabulary Categories and Instances) IV. Enterprise Knowledge (Vocabulary Relations) Mission Vision Goals Success Indicators (Commitments, Service Level Agreements, Contract Deliverables, Performance Measures, Objectives) Strategies (Requirements Basis) (Plans, Technical Approaches, Projects) Policies } Activities New Initiatives Current Operations VII. Enterprise Standards and References III. Enterprise Management V. Life Cycle Stages Quantities Qualities Deadline VI. Requirements Business Interfaces Customer Internal Supplier Authority Partner Public VIII. Value Chain Impact and SWOT Performance Assessments Strength Weakness Opportunity Threat Location Data Organization Data Organization Unit Data Function Data Process Data Resource Data

1. Location

2. Organization

3. Workforce (Office, Team, Role, Billet, Occupation)

4. Function

5. Process

6. Resource

Life Forms (People,etc)

Information

Skills

Funds

Materiel

Facilities

Service

Space

Time

7. Requirement Life Cycle State

Assess

Concept

Request

Authorize

Approve

Acquire

Allocate

Deploy

Operate (Deadline)

Maintain

Mission

Vision

Goals

Success Indicators

(Commitments, Service Level Agreements, Contract Deliverables, Performance Measures, Objectives)

Strategies (Requirements Basis)

(Plans, Technical Approaches, Projects)

Policies

Activities

New Initiatives

Current Operations

Quantities

Qualities

Deadline

Business Interfaces

Customer

Internal

Supplier

Authority

Partner

Public

Performance Assessments

Strength

Weakness

Opportunity

Threat

The GEM Dual-Spiral Operations Life Cycle Process, Extending OMB FEA Efforts 4. Concurrent Assessments and Decisions 3.1 Context/Intelligence Structure (Enterprise Dynamic Knowledge-Base) Continuous Intelligence Inventory of 2. Operational) and 3. Analytical (Data/Semantic) Content 3.2 Mission-Based Asset Distribution, Responsibility, and Access Provisioning 2/3 Enterprise Intelligence Spiral Strength, Weakness, Opportunity, and Threat (SWOT) Assessment and Risk Assessment --- --- --- --- Mission/Vision Goals Performance Objectives Performance Targets/Indicators Develop Strategies Recurring Operations --- --- --- Initiatives (Projects) --- --- --- Implement Strategies Perform Projects --- --- --- Measure Project Performance Review Strategy Performance Adjust Performance --- 1. Enterprise Concurrent Operations Spiral New Problem Solution Proven Problem Solution Value Chain Assessment (Products, Customers, Suppliers, Partners, Authorities, Public, Internal Analysis) 3.1.1 Mission Capability Requirement Source, Actors 3.1.2 Reusable Capability Designs and Implementations SUBJECT Location Facet Catalog Organization Facet Catalog Organization Unit (Performer) Facet Catalog Function Facet Catalog (incl. BRM) Process Facet Catalog (incl. SRM) Resource Facet Catalog (Incl. DRM, TRM) Requirement Facet Catalog (Incl. PRM) 1. BRM (Assigned Functional Missions + Assumed Supporting Functions) 2 and 7. PRM (Strategic Mgmt, Ops & Invest. Strategies, Priorities, Portfolios) 3. SRM (Best Practice, Re-usable Processes) 4. DRM (Data Description, Context, and Sharing. Metadata Management) 5. TRM (Technology Catalog and Qualifying Products) 6.5.1 D&A Physical IT 6.5.1.1 D&A Systems 6.5.1.2 D&A Infrastructure OMB FEA Location Contains Organization Organization Organizes Performers Performer Accomplishes Function Function Applies Process Process Produces/Consumes Resource Resource Satisfies Requirement Organization Occupies Location Performers Perform Mission Function Justifies Performer Process Achieves Function Resource Inputs-To/Results-From Process Requirements are Satisfied by Resource

---

---

---

---

Mission/Vision

Goals

Performance Objectives

Performance Targets/Indicators

Develop Strategies

Recurring Operations

---

---

---

Initiatives (Projects)

---

---

---

Implement Strategies

Perform Projects

---

---

---

Measure Project Performance

Review Strategy Performance

Adjust Performance

---

Dual-Spiral Operations Life Cycle Process, With Reference Taxonomies and Line of Sight Relations 4. Concurrent Assessments and Decisions 3.1 Context/Intelligence Structure (Enterprise Dynamic Knowledge-Base) (IOLCM A) Continuous Intelligence Inventory of 2. Operational) and 3. Analytical (Data/Semantic) Content (IOLCM G) 3.2 Mission-Based Asset Distribution, Responsibility, and Access Provisioning 2/3 Enterprise Intelligence Spiral Strength, Weakness, Opportunity, and Threat (SWOT) Assessment and Risk Assessment --- --- --- --- Mission/Vision Goals Performance Objectives Performance Targets/Indicators Plan and Develop Strategies Recurring Operations --- --- --- Initiatives (Projects) --- --- --- Implement Strategies Perform Projects --- --- --- Measure Project Performance Review Strategy Performance Adjust Performance --- 1. Enterprise Concurrent Operations Spiral New Problem Solution Proven Problem Solution Value Chain Assessment (Products, Customers, Suppliers, Partners, Authorities, Public, Internal Analysis) Operate (IOLCM F) Improve (IOLCM B) IOLCM C IOLCM D IOLCM E IOLCM C 3.1.1 Mission Capability Requirement Sources 3.1.2 Reusable Capability Designs and Implementations SUBJECT Locations Physical Postal Geospatial Floor Plan Virtual IT Network Phone Radio Conceptual Organizations Government Commercial Non-Profit Volunteer Organization Units Offices Staff Program Project Teams Positions Roles Performers Actors Functions Production (Mission) Executive Support BRM Functions Industry Codes (NAICS) DoD Missions (UJTL, JCA, METL) National Essential Functions (NEF) Processes Natural Manual Mechanical Electrical Electronic Automated Tightly Coupled Loosely Coupled ( SRM Component ) Workflow/Agents Resources People Intelligence ( DRM & SRM Services ) Funds ( PRM ) Skills Materiel ( TRM ) Facilities Outsourced Services Other Requirement LCM ( PRM ) Initial Requested Authorized Allocated Acquired Deployed Operating Assessed Disposed Location Contains Organization Organization Organizes Performers Performer Accomplishes Function Function Applies Process Process Produces/Consumes Resource Resource Satisfies Requirement Organization Occupies Location Performers Perform Mission Function Justifies Performer Process Achieves Function Resource Inputs-To/Results-From Process Requirements are Satisfied by Resource Intelligent Operations - Management Life Cycle (IOLCM) IOLCM Step A: Build and refine enterprise knowledge base (EKB) using extended EA approach B: Apply consistent EM/EA continuous improvement process C: Assess the enterprise (Value-Chain, SWOT, Risk/Vulnerability) D: Set the enterprise-direction (Mission, Vision, Goals, Objectives, Success Indicators) E: Establish enterprise strategies F: Implement enterprise strategies G: Update the enterprise knowledge base

---

---

---

---

Mission/Vision

Goals

Performance Objectives

Performance Targets/Indicators

Plan and Develop Strategies

Recurring Operations

---

---

---

Initiatives (Projects)

---

---

---

Implement Strategies

Perform Projects

---

---

---

Measure Project Performance

Review Strategy Performance

Adjust Performance

---

Locations

Physical

Postal

Geospatial

Floor Plan

Virtual

IT Network

Phone

Radio

Conceptual

Organizations

Government

Commercial

Non-Profit

Volunteer

Organization Units

Offices

Staff

Program

Project

Teams

Positions

Roles

Performers

Actors

Functions

Production (Mission)

Executive

Support

BRM Functions

Industry Codes (NAICS)

DoD Missions (UJTL, JCA, METL)

National Essential Functions (NEF)

Processes

Natural

Manual

Mechanical

Electrical

Electronic

Automated

Tightly Coupled

Loosely Coupled ( SRM Component )

Workflow/Agents

Resources

People

Intelligence ( DRM & SRM Services )

Funds ( PRM )

Skills

Materiel ( TRM )

Facilities

Outsourced Services

Other

Requirement LCM ( PRM )

Initial

Requested

Authorized

Allocated

Acquired

Deployed

Operating

Assessed

Disposed

GEM Supports Enterprise Leadership and Management Functions - Progression from Current Disorder to New Order, With Cohesion Value-Lattice (Integrated Value Chains) Operating Environment Mission Vision 5. Tightening “Acceptable Performance” Operation Indicators from Lessons Learned (Intelligence Refinement) Risk and Vulnerability Assessment, Performance Measurement, And Adjustments Objective Criteria Goal Strength, Weakness, Opportunity, and Threat Awareness 4. Evolving Operation Strategy To Close Gaps and Reduce Overlaps (Adaptation Decisions) 3 How We’ll Get There Now (Transformation, Control) Leadership Provides Cohesion (i.e., Control) By Managing The Configuration Of Enterprise Architecture” 1. Enterprise Components 1.1. Location 1.2. Organization 1.3. Organization Unit 1.4. Function 1.5. Process 1.6. Resource 2. Component Relations 2.1. Categorization 2.2. Containment 2.3. Sequence 2.4. Version 2.5. Equivalence 2.6. Variation 2.7. Reference 3. Capability Requirements 3.1. Conceptual 3.2. Specified 3.3. Authorized 3.4. Funded 3.5. Implemented 3.6. Operational 3.7. Disposed Leadership Provides Measured and Adjusted Progression , Transforming Enterprise Into An Intended Future State (i.e., Command) Leadership Decision Management Leadership and Management of the “Operational Part of Architecture” Both Depend On Organization of Data (i.e., “the Intelligence Part of Architecture”) About The Enterprise and Its Environment 1 Our Status Yesterday… (As-Is Disorder) 2 Our Intended Status Tomorrow… (To-Be Order, Command)

Implementing GEM: Aligning Missions, Functions, and Resources (e.g., IT) Typical Basic EA Initial Efforts EA Extension Efforts Using Extended EA for Integrated Process Improvement, Business Process Modeling and Management, and Activity-Based Costing (Budgeting) Using Basic EA for Solution Architecture And Design Compliance Using Extended EA for Program / Project / System / Software Validation and Verification (V&V) and Security Certification and Accreditation (C&A)

GEM-EMA Subjects and Linkages, Compared to the OMB FEA and Agency IT Management 06/08/09 GEM-EMA .01 .02 .03 .04 .05 .06 LOCATION CATALOG ORGANIZATION CATALOG ORGANIZATION UNIT (OFFICE/POSITION) CATALOG FUNCTION CATALOG PROCESS CATALOG RESOURCE CATALOG REQUIREMENT CATALOG .07 1.0 ENDEAVOR CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS 1. BRM (Assigned Functional Missions + Assumed Supporting Functions) 2 and 7. PRM (Strategic Mgmt, Ops & Priorities, Portfolios, Invest. Strategies, Programs, Projects) 4. SRM (Best Practice, Re-usable Info Products and Processes) 3. DRM (Data Description, Context, and Sharing. Metadata Management, Shared Controlled Vocabulary) 5. TRM (Technology Catalog and Qualifying Products) 6.5.1 Agency Physical IT 6.5.1.1 Agency Systems 6.5.1.2 Agency Infrastructures OMB FEA Has Partial Endeavor Coverage ORGANIZATION AND FUNCTION, STAFF STRUCTURE REQUIRED FUNCTIONAL RESOURCES (As Capabilities) Basic Relations or Rules (Axioms) Categories (Data, Metadata, Taxonomies) World View (Process + Data + Rules, Ontology) Containment-Relations (Part-Of)

GEM-EMA Subjects and Linkages, Extending the OMB FEA to Govern All Resources 06/08/09 GEM-EMA .01 .02 .03 .04 .05 .06 LOCATION CATALOG (RM) ORGANIZATION CATALOG (RM) ORGANIZATION UNIT (OFFICE/POSITION) CATALOG (RM) FUNCTION CATALOG (RM) PROCESS CATALOG (RM) RESOURCE CATALOG (RM) REQUIREMENT CATALOG (RM) .07 1.0 ENDEAVOR CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS 1. Business Architecture (BRM + Extension) (Assigned Functional Missions + Assumed Supporting Functions) 2 and 7. PRM (Strategic Mgmt, Ops & Priorities, Portfolios, Invest. Strategies, Programs, Projects) 3. SRM (Best Practice, Re-usable Info Products and Processes) 4. DRM (Metadata, Controlled Vocabulary) 5. TRM (Technology Catalog and Qualifying Products) 6. Resources over their life cycle . 6.1 People 6.2 Intelligence 6.3 Funds 6.4 Skills 6.5 Materiel 6.5.1 Physical IT 6.5.1.1 Systems 6.5.1.1.1 Software Systems 6.5.1.2 Infrastructure 6.5.2 Goods 6.6 Facilities 6.7 Services 6.8 etc. FEA + Extension for Functional Context and All Budgeted Resources Basic Relations or Rules (Axioms) Categories (Data, Metadata, Taxonomies) World View (Process + Data + Rules, Ontology) Containment-Relations (Part-Of)

Enterprise Architecture – Main US Federal (OMB FEA and Defense) Elements 06/08/09 Technology Infrastructure, Systems, and Devices Testing, Development, and Deployment Technology Demonstrations, Prototypes, Pilots, Operation, and Maintenance Technology Architecture (TA) (Including FEA Technical Reference Model - TRM ) Data Architecture (DA) (Including FEA Data Reference Model - DRM ) Application Architecture (AA) (Including FEA Service Component Reference Model - SRM ) Business Architecture (BA) (Including FEA Performance Reference Model – PRM , and Business Reference Model - BRM ) BA- BRM Elements BA- PRM Elements Function Capability Service Components Technology Service Components Management Consulting and Resource Management Services IT Services DoDAF OV DoDAF AV DoDAF TV DoDAF SV Security Architecture, TOC, Portfolio Mgmt, Business Case

GEM Whole Enterprise EA – Initial Management Context and Content Survey Feed all collected responses to these questions into the EA repository, noting that items 30 and 31 related to actual infrastructure and system development, deployment, operation, and maintenance, not enterprise architecture. However, these items form the basis for measuring compliance with the architecture and the success/fit of the architecture to the enterprise/function mission. 0. Identify your enterprise, most typically your organization. For your enterprise, identify the following to the degree you consider economical and relevant. Store and maintain all of this information in a single data store to reduce enterprise operational and analytical fragmentation. What locations are relevant to you? Where do you operate? What is your organization's name? What are the organization names of your value-chain stakeholders (i.e., customers, suppliers, authorities, your own performers, your subordinate organizations, public groups, and partners), and what are their locations which are relevant to you? What are your organization's internal units, as typically portrayed as blocks on an organization chart, or more formally identified by a budget, plan, or program within your organization's aggregate financial management plan? What are the relevant organization units of the value-chain organizations within your organization unit? What are the functions (i.e., assigned work) performed by your organization units? What are the relevant functions performed by their relevant organization unit value-chains? What is the mission of each organizational unit's function? What policy (minimally the values and perspective per the Carver Policy Governance method) governs the function? Which person, identified by name, unique identifier, and assigned position, is responsible for achieving the function's mission? What is the boundary of the functional mission's authority in terms of function, functional interfaces, organization units, organizations, and locations? What is the responsible person's vision of perfect mission performance? What measurable goals has the responsible person defined to achieve the vision of perfect mission performance? What performance targets (e.g., objectives), specified in terms of schedule, cost, and quality, has the responsible person defined to attain these goals? What quantitative performance success indicators give proof of reaching the objective on time, within budget, to the required quality specified? What strategies, including executing portfolios of investments to organized and prioritized to achieve the success indicators, will enable the responsible person to quantitatively prove, through meeting the specified performance indicators, that they have attained their objectives, and thus goals, and thus mission? What plans, either for recurring (e.g., steady-state) operations or new initiative projects, will be used to implement each strategy? What process will be followed in performing the planned recurring operation or initiative project? What specific procedure will be followed at each defined step of the process, by which Organization Unit, within which Organization, at which Location? What template will be used to collect or present information used in the procedure, and is this template automated (e.g., online form, web service) or manual (paper)? What constraints, rules, or principles must be complied with in using the template? ----(Overlapping/interfacing with Data Architecture in items 19-21)---- What metadata does the template and constraint contain, and what specific semantically-controlled term does the metadata represent? What is the unique ID for each metadata item in each template and each constraint? What is the procedural transaction data for each metadata item in the template or constraint? ---(Overlapping/interfacing with Solution and Technology Architectures in items 22 - 24)---- What equipment, infrastructure, systems, software systems, supplies, and/or service is required to complete the procedure, in what quantity, with what qualities, on what schedule? What category describes each equipment, infrastructure, systems, software systems, supply, and service resource, and is this category approved by the enterprise's architecture (i.e., component and interface) control authority to avoid wild variance in enterprise resources? What are the item/product/vendor specifics of the equipment, supply or service required for the procedure, and is this technology ubiquitous, in early adoption, or in the research stage? What are the collected requirements, defined in terms of procedural performance resources, in specific quantities, with specific qualities, at specific times, at specific cost, for fully implementing the plans? What is the budget in the current and future years for filling the requirements of the plans, for the strategies, in accomplishing the function's objectives, goals, and mission? What budget line items, in the aggregate, fully describe the requirement? What elements of expense (i.e., pre-established categories of resources) categorize each budget line? As sub-functions, what programs, as collections of inter-related projects, and which program and project managers, are given responsibility for satisfying the requirements? What capability technology insertion, development, and deployment projects are governed by the Program and Project Managers, and what are their detailed performance schedule, budget, and quality constraints? (Recommened: use ANSI 632 System Engineering Process, and ISO 12207 Software Life Cycle Management as guidelines here) What initial and recurring capability prototyping, operations, and maintenance are governed by the Program or Functional Managers, and what are their detailed performance schedule, budget, and quality constraints? (Recommended: use ANSI 632 System Engineering Process, and ISO 12207 Software Life Cycle Management as guidelines here). 06/08/09 BA BA DA AA TA

Feed all collected responses to these questions into the EA repository, noting that items 30 and 31 related to actual infrastructure and system development, deployment, operation, and maintenance, not enterprise architecture. However, these items form the basis for measuring compliance with the architecture and the success/fit of the architecture to the enterprise/function mission.

0. Identify your enterprise, most typically your organization. For your enterprise, identify the following to the degree you consider economical and relevant. Store and maintain all of this information in a single data store to reduce enterprise operational and analytical fragmentation.

What locations are relevant to you? Where do you operate?

What is your organization's name? What are the organization names of your value-chain stakeholders (i.e., customers, suppliers, authorities, your own performers, your subordinate organizations, public groups, and partners), and what are their locations which are relevant to you?

What are your organization's internal units, as typically portrayed as blocks on an organization chart, or more formally identified by a budget, plan, or program within your organization's aggregate financial management plan? What are the relevant organization units of the value-chain organizations within your organization unit?

What are the functions (i.e., assigned work) performed by your organization units? What are the relevant functions performed by their relevant organization unit value-chains?

What is the mission of each organizational unit's function?

What policy (minimally the values and perspective per the Carver Policy Governance method) governs the function?

Which person, identified by name, unique identifier, and assigned position, is responsible for achieving the function's mission?

What is the boundary of the functional mission's authority in terms of function, functional interfaces, organization units, organizations, and locations?

What is the responsible person's vision of perfect mission performance?

What measurable goals has the responsible person defined to achieve the vision of perfect mission performance?

What performance targets (e.g., objectives), specified in terms of schedule, cost, and quality, has the responsible person defined to attain these goals?

What quantitative performance success indicators give proof of reaching the objective on time, within budget, to the required quality specified?

What strategies, including executing portfolios of investments to organized and prioritized to achieve the success indicators, will enable the responsible person to quantitatively prove, through meeting the specified performance indicators, that they have attained their objectives, and thus goals, and thus mission?

What plans, either for recurring (e.g., steady-state) operations or new initiative projects, will be used to implement each strategy?

What process will be followed in performing the planned recurring operation or initiative project?

What specific procedure will be followed at each defined step of the process, by which Organization Unit, within which Organization, at which Location?

What template will be used to collect or present information used in the procedure, and is this template automated (e.g., online form, web service) or manual (paper)?

What constraints, rules, or principles must be complied with in using the template?

----(Overlapping/interfacing with Data Architecture in items 19-21)----

What metadata does the template and constraint contain, and what specific semantically-controlled term does the metadata represent?

What is the unique ID for each metadata item in each template and each constraint?

What is the procedural transaction data for each metadata item in the template or constraint?

---(Overlapping/interfacing with Solution and Technology Architectures in items 22 - 24)----

What equipment, infrastructure, systems, software systems, supplies, and/or service is required to complete the procedure, in what quantity, with what qualities, on what schedule?

What category describes each equipment, infrastructure, systems, software systems, supply, and service resource, and is this category approved by the enterprise's architecture (i.e., component and interface) control authority to avoid wild variance in enterprise resources?

What are the item/product/vendor specifics of the equipment, supply or service required for the procedure, and is this technology ubiquitous, in early adoption, or in the research stage?

What are the collected requirements, defined in terms of procedural performance resources, in specific quantities, with specific qualities, at specific times, at specific cost, for fully implementing the plans?

What is the budget in the current and future years for filling the requirements of the plans, for the strategies, in accomplishing the function's objectives, goals, and mission?

What budget line items, in the aggregate, fully describe the requirement?

What elements of expense (i.e., pre-established categories of resources) categorize each budget line?

As sub-functions, what programs, as collections of inter-related projects, and which program and project managers, are given responsibility for satisfying the requirements?

What capability technology insertion, development, and deployment projects are governed by the Program and Project Managers, and what are their detailed performance schedule, budget, and quality constraints? (Recommened: use ANSI 632 System Engineering Process, and ISO 12207 Software Life Cycle Management as guidelines here)

What initial and recurring capability prototyping, operations, and maintenance are governed by the Program or Functional Managers, and what are their detailed performance schedule, budget, and quality constraints? (Recommended: use ANSI 632 System Engineering Process, and ISO 12207 Software Life Cycle Management as guidelines here).

GEM-EMA – Recurring Procedural Flow, Overlaid with OMB FEA Reference Model Blocks, DoDAF Views, and Common Business Improvement Efforts (A Solution Development Life Cycle (SDLC), Operating Concurrently For All Enterprise Organizations, Functions , Programs, and Projects) 06/08/09 4. Function 6. Policy 15. Process 16. Procedure 17. Templates 19. Metadata 21. Data 18. Constraints, Rules, and Principles 8. Authority 26. Budgets 27. Budget Lines 22. Equipment, Supplies, and Service (IT and Others) 13. Strategies Definitions & Portfolios 14. Plans 29. Functional Programs & Projects 32. Review Performance 28. Expense Elements 5. Mission 9. Vision 10. Goals 11. Objectives 12. Performance Indicators 30. Technology Infrastructure, Systems, and Devices Testing, Development, and Deployment (TA) 31. Functional Operations and Technology Inventory, Prototyping, Operation, and Maintenance (TA) 7. Responsibility 23. Technology Catalog 24. Technology-Specification and Insertion 20. Data Dictionary Technology Architecture (Including Technical Reference Model - TRM ) Data Architecture (Including FEA Data Reference Model - DRM ) Application Architecture (Including FEA Service Component Reference Model - SRM ) Business Architecture (Including FEA Performance Reference Model – PRM, and Business Reference Model - BRM) 25. Requirements BA-BRM Elements BA-PRM Elements Enterprise Management Services IT Services 3. Organization Unit 2. Organization 1. Location 7. Performance Targets 15.1 Vocabulary 19.1 Key Words 19.2 Taxonomy 19.3 Concept Maps 19.4 Semantic Models And Data Models 19.5 Ontologies 21 Knowledge Bases 25 Functional Requirements Function Capability Service Components DoDAF OV DoDAF AV DoDAF TV DoDAF SV Security Architecture, TOC, Portfolio Mgmt, Business Case

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