Enterprise Architecture Assessment Framework: Difference between revisions

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[[File:EAAF assessment table.jpg|thumb|420px|EAAF assessment table describing how agency EAs will be assessed.]]

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The '''Enterprise Architecture Assessment Framework''' ('''EAAF''') is created by the [[USA|US]] Federal government [[Office of Management and Budget]] to allow federal agencies to assess and report their enterprise architecture activity and maturity.<ref name="eaaf">[http://www.whitehouse.gov/omb/e-gov/eaaf/ Enterprise Architecture Assessment Framework], [[Office of Management and Budget]], USA.</ref>

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[[File:EAAF Maturity levels.jpg|thumb|320px|EAAF Maturity levels.]]

The '''Enterprise Architecture Assessment Framework''' ('''EAAF''') iswas created by the [[USA|US]] Federal government [[Office of Management and Budget]] (OMB) to allow federal agencies to assess and report their [[enterprise architecture]] activity and maturity.,<ref name="eaaf">[httphttps://wwwobamawhitehouse.whitehousearchives.gov/omb/e-gov/eaaf/ Enterprise Architecture Assessment Framework], {{Webarchive|url=https://web.archive.org/web/20210513010154/https://obamawhitehouse.archives.gov/omb/E-Gov/eaaf |date=2021-05-13 }} [[Office of Management and Budget]], USA.</ref> and advance the use of enterprise architecture in the federal government.<ref>Pallab Saha (2009) ''Advances in Government Enterprise Architecture''. Idea Group Inc (IGI). p.133</ref>

VersionThe version 2.2 of the framework was released in October 2007.,<ref name="eaaf-v22">OMB (July 2007) ''Federal Enterprise Architecture Program EA Assessment Framework 2.2''. (Online copy [httphttps://georgewbush-whitehousewww.archivesscribd.govcom/ombdoc/egov6846223/documents/OMB_EA_Assessment_Framework_v22_Final.pdf OMB -EA-Assessment-Framework-22 Assessment_Frameworkhere], Version 2.2.)</ref> Andand Versionversion 3.1 is releasedin June 2009.

== Overview ==

The OMB Enterprise Architecture Assessment Framework (hereafter called the Framework) helps [[Office of Management and Budget|OMB]] and the [[List of United States federal agencies|agencies]] assess the capability of enterprise architecture programs to guide [[EnterpriseInformation Architecturetechnology|EAIT]] investments.<ref>[httphttps://wwwweb.whitehousearchive.org/web/20170121152604/https://obamawhitehouse.archives.gov/omb/e-gov/fea/FEA Federal Enterprise Architecture],{{dead link|date=February 2017}} Office of Management and Budget, USA.</ref> programs to guide and inform strategic [[Information technology|IT]] investments. It also helps to better understand the current state of an agency’sagency's EA, and assists agenciesthem in integrating their EAit into their decision-making processes. By applying the assessment themselves, agencies are able tocan identify strengths and weaknesses within their EA programs, and adjust them accordingly. As a result, the agency’s enterprise architecture will help improve the performance of [[Information Resource Management]] (IRM) and [[Information Technology]] (IT) investment decision-making.

[[File:EAAF Maturity levels.jpg|thumb|320px|EAAF Maturity levels.]]

The OMB Enterprise Architecture Assessment Framework (hereafter called the Framework) helps OMB and the agencies assess the capability of [[Enterprise Architecture|EA]]<ref>[http://www.whitehouse.gov/omb/e-gov/fea/ Federal Enterprise Architecture], Office of Management and Budget, USA.</ref> programs to guide and inform strategic [[Information technology|IT]] investments. It also helps to better understand the current state of an agency’s EA, and assists agencies in integrating their EA into their decision-making processes. By applying the assessment themselves, agencies are able to identify strengths and weaknesses within their EA programs and adjust them accordingly. As a result, the agency’s enterprise architecture will help improve the performance of [[Information Resource Management]] (IRM) and [[Information Technology]] (IT) investment decision-making.

Enterprise Architecture Assessment Framework (EAAF) version 3.1 identifies the measurement areas and criteria by which agencies are expected to use the EA to drive performance improvements that result in the following outcomes:<ref name="eaaf"/>:

* Closing agency performance gaps identified via coordinated agency strategic planning and performance management activities;

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* Increasing the transparency of government operations by increasing the capacity for citizen participation and cross-governmental collaboration.

While agencies have clearly demonstrated a degree of maturity and competency in developing and using their EAs, EAAF seeks to advance the practice of EA, particularly through the development and use of agency segment architectures, aimed at driving the kinds of government-wide outcomes described above.<ref name="OBM09"> US OBM (2009). [httphttps://wwwobamawhitehouse.whitehousearchives.gov/sites/default/files/omb/assets/fea_docs/OMB_EA_Assessment_Framework_v3_1_June_2009.pdf Improving Agency Performance Using Information and Information Technology : Enterprise Architecture Assessment Framework v3.1] June 2009</ref>

== Performance Improvementimprovement Lifecyclelifecycle ==

Government agencies are continually assessingassess current performance, identifying opportunities for performance improvement, and translatingtranslate opportunitiesthem into specific actions. Enterprise architecture is an integrated management practice that maximizeshelps the contributionuse of an agency’sagency's resources to achieve performancetheir goals. Architecture describes clearthe line-of-sightpathway from strategic goals and objectives, through investments, to measurable performance improvements for the entire enterprise or a portion (segment) of the enterprise.<ref name="OBM09"/>

[[File:Information and IT-Enabled Performance Improvement Lifecycle.jpg|600px|thumb|center|Information and IT-Enabledenabled Performanceperformance Improvementimprovement Lifecyclelifecycle]]

Continuous performance improvement is the principal driver connecting EA program staff with key business stakeholders across each phase of the Performanceperformance Improvementimprovement Lifecyclelifecycle. Agency Chief Architects and EA program staff:<ref play important roles supporting business stakeholders during each phase of the Performancename="OBM09"/>

Improvement Lifecycle to:<ref name="OBM09"/>

* identify and prioritize enterprise segments and opportunities to improve mission performance, linked to agency goals and objectives;

* plan a course of action to close performance gaps, using common or shared information assets and information technology assets;

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* measure and assess performance to verify and report results; and

* assess feedback on program performance to enhance architecture, investment and implementation decisions.

Opportunities to improve mission performance are prioritized in terms of their relative value to the agency’sagency's strategic goals and objectives in the enterprise transition plan (ETP) and segment architecture.<ref name="OBM09"/>

=== Architect ===

Enterprise architecture describes the current (baseline) and future (target) states of the agency, and the plan to transition from the current to the future state, with a focus on agency strategy, program performance improvements and information technology investments. Agency EAs are organized by segments – core mission areas (e.g., homeland security, health), business service (e.g., financial management, human resources), and enterprise services (e.g., Information Sharing). Segments are defined using the [[Federal Enterprise Architecture]] (FEA) reference models.<ref name="OBM09"/>

resources), and enterprise services (e.g., Information Sharing). Segments are defined using the [[Federal Enterprise Architecture]] (FEA) reference models, described in subsequent chapters.<ref name="OBM09"/>

=== Invest ===

Performance improvement opportunities identified during the “Architect”"Architect" process are ideally addressed through an agency portfolio of IT investments5investments. This step defines the implementation and funding strategy for individual initiatives identified in the Enterprise Transition Plan (ETP) and described in the segment architectures. Program management plans are created to implement the individual solutions identified in the implementation and funding strategy.<ref name="OBM09"/>

=== Implement ===

Projects are executed and tracked throughout the [[system development life cycle]] (SDLC). Achievement of the program / project plan within acceptable variance for schedule and budget is measured and reported through [[Earnedearned Valuevalue Managementmanagement]] (EVM) process.<ref name="OBM09"/>

=== Measure, assess and improve ===

[[File:EAAF assessment table.jpg|thumb|420px|EAAF assessment table describing how agency EAs will be assessed.]]

Information and information technology, as critical enablers of program performance improvements, must be assessed and evaluated in the context of agency missions and outcome-oriented results defined in the enterprise-wide performance architecture.<ref name="OBM09"/>

Performance improvement plans and priorities, including those previously gathered under the PART and Performance Assessment Report (PAR) programs, should beare reflected in the agency EA, particularly the performance architecture and ETP. Performance metrics previously gathered under the PART Program are used to evaluate agency program performance andthe results in agency performance improvement plans, identifying a program’sprogram's strengths and weaknesses and addressing ways to improve the program performance.<ref name="OBM09"/>

=== AcencyAgency submission data quality ===

Performance improvement plans and priorities, including those previously gathered under the PART and Performance Assessment Report (PAR) programs, should be reflected in the agency EA, particularly the performance architecture and ETP. Performance metrics previously gathered under the PART Program are used to evaluate agency program performance and results in agency performance improvement plans, identifying a program’s strengths and weaknesses and addressing ways to improve the program performance.<ref name="OBM09"/>

OMB collects a significant amount of IT investment data and other related data from executive agencies during each phase of Performance Improvement Lifecycle. OMB officials use thisuses the information to guide thefor development of an efficient and effective IT investment portfolio as a part of the President’sPresident's budget request to Congress.<ref name="OBM09"/>

==See also==

=== Acency submission data quality ===

* [[Capability Maturity Model]] (CMM)

OMB collects a significant amount of IT investment data and other related data from executive agencies during each phase of Performance Improvement Lifecycle. OMB officials use this information to guide the development of an efficient and effective IT investment portfolio as a part of the President’s budget request to Congress.<ref name="OBM09"/>

* [[Capability Maturity Model Integration]] (CMMI)

* [[Modeling Maturity Levels]]

==References==

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== External links ==

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* [httphttps://wwwobamawhitehouse.whitehousearchives.gov/omb/e-gov/eaaf/ US OMB HOME • MANAGEMENT • E-GOV EA Assessment] at whitehouse.gov

[[Category:Enterprise architecture frameworks]]

[[Category:United States Office of Management and Budget]]

[[Category:Management frameworks]]