3 June 2004

1. Enterprise Architecture (EA):Bridging Across Disciplines and Communities of PracticeRick Tucker • rwtucker@mitre.orgPrincipal Enterprise Architect, MITRE703-883-6731 3 June 2004

2. Topics • The MITRE role • Goals of Enterprise Architecture and Engineering • Challenges in practicing EA • Highlights of MITRE’s cross-agency EA initiatives and research projects • MITRE EA points of contact

3. The MITRE Role • Formed in 1958 at the request of the federal government • Not-for-profit 501(c)(3) corporation—operating solely in the public interest • Operates three Federally-Funded Research and Development Centers, sponsored by DOD, FAA, and IRS • 5300 staff • Chartered to identify and address the most challenging problems within and across our government customers

4. Goals of Enterprise Architecture and Engineering • Guide and direct the evolution and transformation of enterprises • Define realizable technical solutions to support mission andbusiness needs • Integrate across disciplines and communities of practice • Link intoexisting organizational lifecycles (capital planning, project management, software/system development, …) • Plan the phased introduction and evolution of capabilities • Assure continued operations with “legacy” assets • Manage the risk inherent in enterprise evolution by planning and justifying changes while also evaluating their feasibility • Address multi-enterprise issues necessary to support collaborative operations including sharing of information and services across organizational boundaries • Integrate across individual system architecture and engineering efforts via enterprise engineering initiatives

5. Results from MITRE’s 2004 Technology Area AssessmentChallenges in Practicing EA POC: Rick Tucker (1 of 2) • Establishing architecture metrics and qualityassurance • Assess readiness of architectures for intended uses • Determine whether an architecture is feasible and what risks remain • Develop and compare alternative architecture choices • Apply modeling, simulation, and analytical techniques to architectures to: • Bridge the gaps from planning (conceptual architecture) to design (logical) to implementation (physical) • Support alternatives analysis and risk identification and mitigation • How much is enough? • Planning the evolution and transition of architectures • Enhance operational performance and readiness • Evolve technical infrastructure • Transform organizations and managing change • Manage risk when using an evolving, often incomplete and inconsistent EA • Integrating disciplines through an architecture using views and profiles • Prominent examples: information security, privacy, data management, geospatial resource management, -ilities, and transition planning

6. Results from MITRE’s 2004 Technology Area Assessment Challenges in Practicing EA (2 of 2) • Linking multiple architectures • Integrate Department/agency architectures with other agencies, state/local/tribal, the private sector, and vendor architectures • Relate EA to system, solution, and service architectures: where do you draw the line between enterprise and “system”? • Formulating, evaluating, applying, and adapting architecture patterns • Define, match, and evolve architecture patterns to appropriate situations and contexts • Explore integrated technical solutions and patterns from vendors, industry, and government • Moving beyondframeworks and reference models to enterprise planning and engineering • Prepare (and translate) EA information to match the needs of its users • Integrate “traditional” EA practices with enterprise engineering, industrial engineering, business process engineering, workflow, capital planning and investment control, enterprise management, organizational change management, strategic planning, program management, and risk management

7. Getting to the Enterprise Level POC: Anne Cady Enterprise modernization is replacing system modernization as a new paradigm for organizational change. VirtualEnterprise Gap in understanding Enterprise Enterprise Modernization Gap in understanding System of Systems IT Investments until late 1990s System Modernization Systems Technologies System Modernization Enterprise Modernization SystemSystem of Systems System Architecture System Life Cycle System Engineering Enterprise Virtual/Federated Enterprise Enterprise Architecture Enterprise Life Cycles Enterprise Engineering

8. Thin Clients Thin Clients Fat Clients Thin Clients LAN Internet Internet CentralizedSystems Distributed Applications Distributed Services Distributed Systems Communications Management User Interface SoftwareApplications Database Management Web Server Business Services Application Server Server Internet Infrastructure Services Internet Backend Systems and Databases Client-Server Architecture 1980 N-Tier Architecture 1990 Service-Oriented Architecture 2000 Mainframe-Based Architecture 1970 Enterprise Modernization Legacy System Modernization A Brief History of System Architecture

9. Federal Government InitiativesDOD Enterprise Systems Engineering POCs: John Kreger, Frank Petroski Challenge Accelerate DoD/Intelligence Community transformation to Net-Centric Operations (NCO) “…DoD is missing an enterprise systems engineering capability.” “Develop mechanisms to leverage service/agency-level SE integration.” • Design Guidance • Identify and define enterprise tenets that will enhance Net-Centric Operations and influence DoD policy, e.g. • Net-Centric Checklist • Transport Design Tenets • Metadata Strategy “Create within the FFRDC an enterprise systems engineering (SE) function...” “Reshape the direct funded internal ASD(NII) FFRDC work program…”

10. Federal Government InitiativesDeveloping and Applyingthe Coast Guard EA POC: Rick Tucker Build Upon USCG’s Existing Architectures Integrate AcrossCurrent and Planned Architectures Provide an Integrated Blueprint Across USCG EnableCapability-Based Planning DHS Exhibit 300 Review USCG Capital Investment Plans Budget Submissions (OMB) C4ISR Baseline Architecture Deepwater Rescue 21 Objective Architecture & Transition Plan USCG Enterprise Architecture + MISLE Synchronize with Other EAs and Consolidate Systems PAWSS DOTBusiness EA DHSEnterprise Architecture USCG Enterprise Transition Plan Other Projects Federal Enterprise Architecture (OMB) Respond toKey Concerns Intel DOD Enterprise Architecture USCG Enterprise Standards Profile C4ISR Requirements Review Logistics Business/ Admin Functions Strategic Assessments & Analyses Improve Information Sharing and Interoperability Maritime Domain Awareness EA Repository Apply aCommon Vision USCG Systems & Solutions DHS Systems & Solutions DOD Systems & Solutions Maritime Homeland Security EA Principles & Governance Plan Architecture Planning, Management, and Communications

11. Federal Government InitiativesIRS’ Enterprise Transition Strategy andRelease Architecture POC: Andy Reho The ETS captures and communicates the strategy for evolving the enterprise The RA provides the guidance needed to charter project releases The ETS & RA activities are aligned to support Planning and Budgeting

12. Federal Government InitiativesIRS’ ETS Information Model Draft

13. Business Processes BusinessPerformance Measures (DBRs) Data Applications Technology US-VISIT Strategic Roadmap Architecture Chief Strategist Mission Ops Information Technology Prime Contractor Support Transition Strategy Program Initiation Concept & Technology Development Capability Development & Demonstration Production & Deployment Operations & Support Implementation Management CS MO IT Facility Mgt Training Outreach Prime Federal Government InitiativesUS-VISIT Strategic RoadmapSets Context for Increment Development POC: Frank Maginnis • DHS IRB/EAB • GAO • OMB 300 • US-VISIT Management Board Increment N SDLC

14. Federal Government InitiativesCase Management Common Solutions Architecture Current State Characterization POC: Ken Mullins DOJ Framework for Case Management Needs Analysis LITIGATION RELATED ACTIVITIES LIT Return to District Court for Implementation DECISION REVIEW & APPEALS CIVIL CASES Appellate Decision Claims Against the US Court Decisions LITCV LITAP INV INVESTIGATIVE ACTIVITIES Court Filings CRIMINAL CASES Intake DEN LITCR DECISION- ENFORCEMENT- ACTIVITIES Court Decisions Archives BANKRUPTCY CASES LITBR Bankruptcy Petitions ADJUDICATIVE ACTIVITIES (e.g., EOIR) ADJ PROFESSIONAL REVIEW ACTIVITIES PER ENTERPRISE INFORMATION DELIVERY & REPORTING SERVICES EIR

15. Federal Government InitiativesCase Management Common Solutions ArchitectureCurrent State Characterization • Enterprise Level • Performance Evaluation & Exception Reporting Decision makers need info too! • Component Level • Resource & Workload Management Needs Vertical Information and Data Sharing Needs Investigated- Cases Administrative- Cases Litigated- Cases • “User” Level • Functional Case Management Needs Horizontal Information and Data Sharing Needs

16. Federal Government InitiativesFederal Health Architecture POC: Doug Warnecke • Is a set of guiding technology and management principles. • Provides a framework for collaboration. • Enables informationexchange to protect the public. • Promulgates standards for adoption by industry and other communitiesof interest. • Promotes cost savings, public/private partnerships, and exchange of content in the advancement of national health.

17. Motivation MITRE and industry experience shows that enterprise “modernization”/“transformation”/“evolution” efforts encounter the same problems over and over again General solutions approaches are beginning to be defined and adopted by some but the enterprise “disciplines” (engineering, architecture, planning…pick one) are just beginning to evolve into repeatable solutions from a few good foundational concepts Why Patterns? It’s an intuitive problem solving technique. It’s the way experienced professionals solve problems in many disciplines Their foundations are in “practice” and not theory ...how people go about successfully solving problems of a particular type They codify and communicate “experience” They capture the “core” of a solution or set of related solutions... that must be modified to fit a unique set of circumstances They provide a shorthand way of discussing a solution...that is commonly understood They create the foundation for more complete “knowledge management” and “practice” definitions MITRE InitiativesThe Role of Patterns in Architecture POC: Andy Reho DHS is establishing business and technical patterns to promote common applications, components, and services

18. Process ConnectionsbetweenProcesses InformationExchanges IEX Resources MITRE Technology ProgramExecutable, Dynamic Architectures POC: Steve Ring Activity-Based Architecture Analysis “Static-Land” Time / Cost Properties “Dynamic-Land” LeafOperationalActivity Processing time and its statistical time distribution + average wait time before processing + continuation strategy + cost$+ Input conditions + Output conditions + Activity, Task + Transport time and its statistical time distribution + quantity + cost$ Sends Info Hourly and fixed cost$ + single/periodic unavailability times + set up time + capacity (quantity) + processing strategy (FIFO, etc.) + Roles, Systems • Supports analysis including workflow, throughput, costing • Supports multi-agency planning and coordination Resources, Job Titles Source: Steve Ring, An Activity-Based Methodology for Integrated Architectures, Oct 2003

19. = Overall industry maturity value level MITRE Technology ProgramHolistic Strategy: Maintain Business Context throughout Security Management POC: John Anderson Our Recommended Approach Organization High High Business Process Awareness, intervention and implementation Few Companies Strong Business Impact Application Data Business Value Security Maturity Host Commodity Most Companies Network Maintain progress Based on model by KPMG Physical Low Low Traditional Approach

20. EA Frameworks Reference Models EA Development Processes Modeling Methods Business Process Modeling Data Modeling Other Modeling Methods EA Modeling and Analysis Tools EA Governance EA Planning EA Tailoring EA Costs Risks EA Configuration Management Issues in Staffing the EA Program EA Lifecycle Maturing the EA Program MITRE InitiativesEA Body of Knowledgewww.mitre.org/tech/eabok POC: Paula Hagan Lessons Learned and Practical Advice EA Charter and Context Foundational Practices and Tools for EA Development Evaluating EA Establishing and Managing the EA Program Engineering the EA Using the EA Definition of EA Legislation and Guidance EA and Strategic Planning Scope and Boundary Of EA Historical Developments In EA Compliance within the Agency Transforming the Agency Financial – EA Use with Business Cases, CPIC, and Performance Assessment Business Operations – EA Use in BPR and Process Improvement Technical – EA Use in Systems Design and Engineering Organizational – EA Use in Organizational Change Management Engineering Issuesfor Views Business Architecture Data Architecture Infrastructure Security Architectural Patterns Component-based Architectures Service-oriented Architectures Federated Architectures Using Reference Models and Reference Architectures Issues with Legacy Systems COTS Issues Flexibility and Other Properties Sequencing Plan, Transitioning, and Evolution EA Maturity Models Assessment of EA Quality and Properties Assessment of EA Products Assessment of EA Development Processes Assessment of EA Usage Processes Assessment of EA Resources Also see: Federal CIO Council, A Practical Guide to Federal Enterprise Architecture, February 2001

21. MITRE InitiativesEnterprise Engineering & Management TEM Series POC: John Anderson EA Program Planning & ROI • An internal MITRE series of TEMs throughout 2004 • MITRE intends to host a “best-of” TEM inviting government personnel Arch Assessment & Measurement Frameworks, Ref Models & Guidance Performance Engineering EA at a Crossroads Investment Decision Management

22. MITRE EA Contacts(Selected; contact Rick Tucker for others) Rick Tucker • rwtucker@mitre.org• 703-883-6731 Anne Cady • acady@mitre.org• 703-883-7351 • Chief Engineer of CEM Andy Reho • areho@mitre.org • 703-883-6986 • Enterprise patterns; IRS; Chief Architect of CEM Ken Hoffman• khoffman@mitre.org • 703-883-5613 • Multi-agency modernization Steve Ring • sring@mitre.org • 781-271-8613• Dynamic and executable architectures Tom Pawlowski • pawlowst@mitre.org • 913-684-9139 • Dynamic and executable architectures John Anderson• janderso@mitre.org• 703-883-6838• Security integration with architectures, MITRE TEM Series Duane Hybertson • dhyberts@mitre.org • 703-883-7079• Making Architecture Frameworks Easier to Use Ken Mullins • kmullins@mitre.org • 703-883-3349• Case Management Common Solutions Architecture Doug Warnecke• warnecke@mitre.org • 703-883-1015• Federal Health Architecture Frank Maginnis • fmaginnis@mitre.org • 703-883-5977 • US VISIT John Kreger • jkreger@mitre.org • 703-883-7303 • DOD Enterprise Systems Engineering Frank Petroski• frp@mitre.org • 703-883-6172 • DOD Enterprise Systems Engineering Jerry Friedman • gf@mitre.org• Air Force Chief Architects’ Office Bruce Gordon• bgordon@mitre.org • 703-883-1024 • EA Practices, Civil sector Martha Farinacci • farin@mitre.org • 703-883-7194 • EA Practices, DOD Paula Hagan• phagan@mitre.org• 703-883-6518• EA Body of Knowledge