EA SIG Succeeding With CBA Overview v14 Jaw

8/6/2019 EA SIG Succeeding With CBA Overview v14 Jaw

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Succeeding with Component-basedArchitectures

Industry Advisory CouncilEnterprise Architecture SIG

Draft





IAC Draft Material 3

Presentation Outline

Current SituationComponent-Based Architecture:Context

Implementation ChallengesBusiness Drivers & BenefitsEnablers & Critical Success Factors

Recommendations for TransformationQuestions



Current Situation




Current Issues in Federal IT

Many IT development projects fail or face significantcost overruns (72%)Current EA methods are tech centricDeployed legacy systems inflexible

Current EA efforts not oriented for cross agencyinteroperability/information sharing.Majority of IT budgets spent on maintaining legacysystems

FEAF, C4ISR and TEAF do not communicatebusiness needs nor enable leverage of COTSsolutions




New IT Solution ParadigmCustom Development gives way to Application Assembly

Y e s t e r d a yDesign, Code & Test

• Focus on Component Assembly & Integration

• Model, Evaluate, & Acquire• Timeframes are 12-24 weeks!• Reliance on industry standards• Rate of change is high and

accelerating• Increased Agility & Adaptability of

Enterprise Systems

T o d a y Architect, Acquire, Integrate

Services OrientedArchitecture dictates

Component-BasedSDLC process

S o f t w

a r e C

o m p o n

e n t s

& O f f

t h e

S h e l

f P r o d

u c t s

• Focus is Software Development• Code everything to spec• Timeframes 12-24 months• Complexity and rate of

change manageable (CMM)• Technology base Stable• Driven by data model &

structured methods



Component-Based Architecture: Concepts




Component-Based Architecture: Concepts

CBAApproach to structuring enterprisesolutions that increases modularity and adaptabilityFocus on component assembly

Origins in OO and CBDFits within Federal Framework of Reference ModelsFacilitates alignment of business and technologyCSF for OMB FEAPMO

Services Oriented ArchitectureWay of thinking about systems as set of modularservices: business, data, infrastructure




Business Reference Model (BRM)• Lines of Business• Agencies, Customers, Partners

Service Component Reference Model (SRM)• Capabilities and Functionality• Services and Access Channels

Technical Reference Model (TRM)• IT Services• Standards

Data Reference Model (DRM)• Business-focused data standardization• Cross-Agency Information exchanges

Busines s-Drive nAppro ach

Performance Reference Model (PRM)• Government-wide Performance Measures & Outcomes• Line of Business-Specific Performance Measures & Outcomes

e era nterpr se rc tecture(FEA)





Implementation Challenges




Implementation Challenges

Current EA, SDLC & funding processesare not attuned to CBA, and encouragemonolithic stove pipes.No consistent COTS evaluation &acquisition processBureaucracy & culture protect againstchange

The “Legacy Hurdle”Licensing issues are complex & confusing




Current EA and Solution DevelopmentLife-cycle Processes Ineffective

Poor alignment of stakeholderviewsNo cross-agency or cross-application business process

refactoringFocus on custom SWdevelopmentNo consistency enforcement of EA artifacts (inter- and intra-agency)Does not produce actionable orcomparable output

Typically waterfall – notiterativeProduces monolithic apps –not modularNo consistent COTSevaluation and acquisitionprocessInhibits use of commercialbest practices & SW artifacts

Focus on custom SWdevelopment

EA Lifecycle Traditional SDLC




CIOs Feel...Overwhelmed by offerings?

Ill-equipped to evaluate?Out paced by market?

Interoperable?Over hyped?

• No body of knowledge from

which PM can evaluatecompeting COTS offerings.

• No common EA language tocommunicate business needto technology.

• No mechanisms for assessingrisks, composability orinteroperability of COTSsolution

• No clear mapping of business drivers tostandards or COTS solutionofferings. Gap = Risk!

• Current documentationmethods do not result in

action oriented solution“blueprints”.

No Consistent COTS Evaluation &Acquisition Process




Culture is hard to change

"Nothing is more difficult than to introducea new order. Because the innovator has

for enemies all those who have done wellunder the old conditions and lukewarmdefenders in those who may do wellunder the new."

Nicolai Machiavelli, 1513 A.D.




The “Legacy Hurdle”

Legacy systems typically:Monolithic – Difficult to modifyClosed – Difficult to interface with

Ties up available resourcesMost of IT staff and funds devoted to applicationmaintenance

All or nothing legacy replacementDifficult to carve out functionality for incrementalreplacement



Business Drivers & Benefits




Business Drivers & Benefits

Increased Adaptability & FlexibilityCapability Sharing = reduced redundancy

Time to MarketLifecycle CostRisk Mitigation

Consistent application of policy & guidanceInteroperability and Information SharingIT Value Chain and Business stakeholderalignment




Common Components Enable Cross-agencyInteroperability & Information Sharing

Agency A Agency B

Access Channel

Agency C

Office

Bureau

Office

Business Community

Citizen Dept.Business Segment 1

Business Segment 2

Business Segment 3

Business Segment 4

Gov.Analyst




Agile Organizations Require AdaptableArchitectures1980’s and

earlier

•OrganizationFocus•Mainframecentric

•Monolithic•Internal use

1990’s

•Business ProcessFocus•Client/Server •Monolithic•Business-to-businessvia EDI - file transfer

•Virtual organizations•Distributed Functions•Service oriented•Componentized•E-commerce

•Real-time

New Millennium

3rd partyserviceproviders

ExtranetInternetCustomers



Enablers and Critical Success Factors




Enablers and Critical Success Factors

Enablers Technologies Exist to Enable CBACommercial components availableStandards & Best Practices Exist - Adopt them

BRM is the starting pointCritical Success Factors

Business Driven EA ApproachRevised Solution Development Lifecycle focused onCOTS acquisition/integrationMechanism for Sharing and Managing SoftwareAssets Is Key




Conceptual andStrategic InterfaceAlignment

TechnicalInterface

Development

Business Process Driven Integration:Business Process Leadership




OMB’s New SDLC Incorporates CBA in an IterativeProcess

Artifacts and Activities

Performance Measures, Objectives, Outcomes (PRM)

Business Objectives (BRM)Funding, Partnering Strategies

AcquisitionAcquisition

IntegrationIntegration

Identify Best Practices, technology Enablers, andComponents

Existing Stake Holders, Business Processes, andWorkflows

Existing Delivery and Access Channels (Portfolio)Must Have Functions, Features, and Info ExchangesShort and Long-Term RequirementsAssessment of As-is state: Gap analysis

Define/Align Service ComponentsComponent Common Criteria, SLASelect COTS based on normalized EA

vendor submissions.

Define Component Relationships to BRMWiring & Activity Diagrams, Component

Arch, Data ArchTo-Be architecture ‘blueprints’

Prototype SolutionArchitecture

Verify ROI, business fitValidate Sequencing Plan

Iterative DevelopmentValue-Based Releases

Understanding the

Business

Understanding the

Business

Knowing What’sPossible

Knowing What’sPossible

Model the BusinessDefine the Gaps

Model the BusinessDefine the Gaps

Develop the“Blueprints”Develop the“Blueprints”

Obtain ComponentsObtain Components

Assemble theComponents

Assemble theComponents

ExecutionExecutionDeployManagere-Baseline

Execute &Deploy

Execute &Deploy

DiscoveryDiscovery

RequirementsRequirements

StrategyStrategy

ArchitectureArchitecture




Technologies to Support CBA are Here Today

J2EE Technical

Architecture

.Net Technical

ArchitectureEAI

Web Services

Portals

Directory Services




Repository: Sharing & Managing SoftwareAssets

Application Development Group

Commercial Catalog

Agency Specific Catalog

SpecifyBuild

Productize

Find

Evaluate Consume

Publish

Publish

Federal-Wide Catalog

User View

ComponentRepository



Recommendations




Recommendations for Transformation toCBA

DiscoveryDiscovery

RequirementsRequirements

AcquisitionAcquisition

StrategyStrategy

ArchitectureArchitecture

IntegrationIntegration

Update Policy &Drive Cultural Change

Reform COTSProcess

Define SDLC FW

ObtainExecutive

Buy-In andSupport

EstablishManagement

Structureand Control

Define anArchitecture

Processand Approach

DevelopBaseline

EnterpriseArchitecture

DevelopTarget


Develop theSequencing Plan

Usethe


Maintain theEnterprise

Architecture

Section 3.1

Section 3.2

Section 4

Section 5

Section 5

Section 5

Section 6

Section 7

Controland

Oversight

Controland

OversightUpdate EA Process

XML

• Parse• Transform• Route• Manipulate

XML

DB

App

App

ServiceProvider

• SOAP• WSDL

• UDDI• ebXML

App

ServiceProvider

ServiceProvider

ServiceBroker

ServiceRequestor

ServiceRequestor Adopt

Common Infrastructure

EstablishSolution Center

Interoperability

Define Interop. Standards



Initialization Ongoing Activities

Ongo ing ActivitiesInitialization

OMB Process

Agency P rocesses

Ongo ing ActivitiesInitializationOngo ing ActivitiesInitialization

Ongo ing Ac tivitiesInitialization

Phasing of Recommendations




Establish CBA Solution Center

CBA Solution Center Mission: Foster Use of Common Services/Components Across AgenciesProcess Center of Excellence : CBA Best Practices, Business Process Patterns, Linkages to Reference ModelsComponent Integration Lab : COTS/GOTS Evaluation, Common Components, Certification of ComponentsCollaboration Forum : Build Consensus on Process & Data Factoring

CBA Solution Center

ComponentIntegration Lab

CollaborationForum

Process Center of Excellence




Update EA & SDLC Processes

Integrate CBA into Enterprise Architecture &Solutions Development Framework

Initiation Ong oing

OMB

Agency




Define Reference Model Linkages

Agencies Need Assistance in Building Agency ServicesArchitecture from SRM and BRM; also data structures(DRM) from the SRM

Initiation Ongoing

OMB

Agency




Adopt Common Infrastructure

Establish Technical Infrastructure (TRM), AcquireAppropriate Tools, Implement Component Repository

Initiation Ongoing

OMB

Agency




Define Interoperability Standards

Establish Policies, Procedures, Technology Options forInteroperability & Information Sharing Across Agencies

♦ Establi

S d

Initiation Ongoing

OMB

Agency




Update Policy & Drive OrganizationalChange

Organizational Change is Difficult: Treat Transformation as Change Management Project

♦ Define Targets

Initiation Ongoing

OMB

Agency




Reform COTS ProcessEstablish Common Process for Evaluating & AcquiringCOTS/GOTS; Mechanism for Development of CommonComponents; Certification Process & Repository

Initiation Ongoing

OMB

Agency



IAC D ft M t i l 37

Summary

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EA SIG Succeeding With CBA Overview v14 Jaw

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