Enterprise Architecture Assessment Framework: Difference between revisions

Revision as of 01:37, 28 February 2012

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== Overview ==

[[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|EAarchitecture]].<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 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.

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"/>:

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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). [http://www.whitehouse.gov/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 Improvement Lifecycle ==

Government agencies are continually assessing current performance, identifying opportunities for performance improvement, and translating opportunitiesthem into specific actions. Enterprise architecture is an integrated management practice that maximizes the contributionuse of an agency’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-Enabled Performance Improvement Lifecycle]]

Continuous performance improvement is the principal driver connecting EA program staff with key business stakeholders across each phase of the Performance Improvement Lifecycle. 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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=== 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” 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 ===

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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’s strengths and weaknesses and addressing ways to improve the program performance.<ref name="OBM09"/>

=== Agency submission data quality ===

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’s budget request to Congress.<ref name="OBM09"/>

==See also==