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MARAD EA Philosophy

2. Overview. Within the Federal Sector, EA is not a

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MARAD EA Philosophy

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    1. MARAD EA Philosophy Donna Seymour, MARAD CIO Jason Kruse, Stanley Associates

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    3. 3 Overview The EA team at the Maritime Administration was recently presented with the Silver Medal for Meritorious Achievement by the Department of Transportation. MARAD has documented its Enterprise Architecture (EA) methodology, selected its EA repository tools, and developed a project plan to ensure the greatest benefit from EA practices. By integrating its EA with the Capital Planning and Investment Control (CPIC) process and aligning with the strategic planning and budgeting processes, MARAD has established an E-Government Plan and an IT Portfolio that supports its strategic goals and provides increased business value.

    4. 4 Overview Key Issues Understand the difference between compliance EA and EA providing business value Learn how to start an EA without drawing attention to the fact that you are starting EA Understand how to get business value from EA as defined by your business users Avoid the technology-based EA trap Learn how the Maritime Administration aided in relief efforts supporting Katrinas devastation, and how EA played a part in providing this support

    5. 5 About Donna Seymour About Donna Seymour Donna Seymour, CIO for the Maritime Administration, a component of the Department of Transportation, has been involved with architecture over 2 years at her current position and within the Department of the Navy prior to that. Ms. Seymour has been in the IT field for over 20 years and is an advocate of getting business value out of IT, rather than implementing IT for the sake of IT.

    6. 6 Topics MARAD Background / Familiarization Compliance EA versus Value EA Understand how business users define value Start an EA without drawing attention to EA Avoid the technology-based EA trap Support disaster relief with an actionable EA

    7. 7 MARAD Mission To strengthen the U.S. maritime transportation system including infrastructure, industry and labor to meet the economic and security needs of the Nation. MARAD programs promote the development and maintenance of an adequate, well-balanced United States merchant marine, sufficient to carry the Nations domestic waterborne commerce and a substantial portion of its waterborne foreign commerce, and capable of service as a naval and military auxiliary in time of war or national emergency. MARAD also seeks to ensure that the United States maintains adequate shipbuilding and repair services, efficient ports, effective intermodal water and land transportation systems, and reserve shipping capacity for use in time of national emergency.

    8. 8 MARAD Business Goals Commercial Mobility National Security Environment Organizational Excellence

    9. 9 Compliance EA vs. EA providing Business Value MARAD needed the Enterprise Architecture to leverage IT to enhance the business, rather than be shelf-ware Strategic areas were selected for EA Initiatives: Prepare for migration to Departments Common Operating Environment (COE) Implementing a new organization as a result of A-76 Implementing OMB A-123

    10. 10 Compliance EA vs. EA providing Business Value The Administrative Services Organization (ASO) won the A-76 competition as the new most efficient organization to take over the responsibilities of administrative services The new organization needed to map out the business processes it was responsible for, in addition to identifying areas where IT could better support their mission The Department is complying with OMB A-123 MARAD was already modeling business processes for the ASO. Added Internal Controls scope to the modeling effort. The business modeling enabled capturing Objectives, Risks, and Controls required for A-123 compliance.

    11. 11 Starting an EA Project without the EA stigma What exists that can be leveraged for EA? IT Strategic Plan Technical Inventories (Y2K inventory type follow on information if nothing else) Budget documents IT project plans or associated information (PowerPoint briefs?)

    12. 12 Starting an EA Project without the EA stigma What exists that can be leveraged for EA? Program / Project documentation (requirements, functional descriptions, etc.) Configuration and build documentation (system definition documents) Test plans , IV&V documentation, QA data Network Operations & Support reports / technical data, etc.

    13. 13 Starting an EA Project without the EA stigma This documentation, or existing pieces, can be used to initialize an EA Initiative . . . Build the CIOs Toolbox of information . . . Design governance processes to utilize what exists to get to that repository of information that is integrated and provides the information needed to make business decisions . . . (that some people call an Enterprise Architecture behind closed doors)

    14. 14 How to get business value from EA How does EA provide Business Value? Spending money as smartly as possible . . . Reusing investments to the greatest extent . . . Providing services that are actually needed . . . Furthering the Mission, Objectives, and Goals of the Business . . .

    15. 15 How to get business value from EA How can we do these things? Spending money as smartly as possible . . . Make sure that the investments being funded are necessary, aligned with business, and provide advances over existing IT solutions in place Reusing investments to the greatest extent . . . After confirming that an investment is good . . . Verify that a solution doesnt already exist in the agency, Department, or elsewhere in the Government

    16. 16 How to get business value from EA How can we do these things? Providing services that are actually needed . . . Where did the NEED or REQUIREMENT come from? The Business should drive the services being developed . . . If an intranet is not accessible by external users, and the business has a large number of external users, it is doubtful that the business came up with this NEED. Furthering the Mission, Objectives, and Goals of the Business . . . Modeling the business, identifying what is automated and what isnt, defining the gaps, and prioritizing the value of filling the gaps must map to specific areas of the Mission, Objectives, or Goals of the business

    17. 17 Avoid the EA trap Technology! Often, EA is seen as a purely technological effort If it starts there, it doesnt have to end there! Technology, embodied in the Technology Architecture, is a necessary component of the Enterprise Architecture make the best use of it! The Technology Architecture is usually well defined, complex, and constantly being upgraded and advanced

    18. 18 Avoid the EA trap Technology! The Technology Architecture can be all consuming and be an endless money pit, if this is all that is addressed as the EA The Technology Architecture is usually NEVER advocated for business reasons Business users rarely see the benefits of Technology Investments

    19. 19 Early Success USABLE EA How the Maritime Administration aided in relief efforts supporting Katrinas devastation How EA played a part in providing this support

    20. 20 Points of Contact Donna Seymour, CIO Maritime Administration Donna.Seymour@DOT.GOV www.marad.dot.gov Jason Kruse, Director, EA Services, Stanley Jason.Kruse@DOT.GOV 202-366-4264 www.stanleyassociates.com

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