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The Role of Enterprise Architecture in Moving to an AIM Environment
The Role of Enterprise Architecture in Moving to an AIM Environment
Pierre Truter
Manager ICT PlanningAirservices Australia
ICAO: Enabling the Net-Centric Information Environment2 June 2008
Pierre Truter
Manager ICT PlanningAirservices Australia
ICAO: Enabling the Net-Centric Information Environment2 June 2008
2
AIS to AIMThe Airservices Approach
AIM defined as:• Need to address all current and future needs of ATS and flight operations.
• (Strategic, Pre-Tactical and Tactical Planning Stages) • The basis for Collaborative Decision Making (CDM).• Net-Centric Approach. Every system is a node in the network.
Airservices Australia AIM History• Started planning future AIM in 2005.• Various systems, different technologies.• Only common entity – data / information.• Many digital systems, but no net-centric approach.• Where is AIM’s boundary?• Airservices approach, 6 core information domains:
• Air Traffic Management.• Air Safety.• Board Governance & Compliance.• Legislation & Regulatory Obligations.• Business Management & Administration.• External Stakeholders & Environment.
3
The Process So FarThe Process So Far
1. Determine the current systems baseline.2. Interviews to determine users perception and IM issues.3. The result was:
• Information Management Capability Framework.• Information Management Architecture Framework.• Information Management GAP analysis.
Executive
Chair
Business GM Operations GM CFOPeople & Change Manager
Air Traffic C ontrol
A ir Safety
Legislation & RegulatoryObligations
Board Governance & Compliance
Business Management & Administrat ion
External Stakeholders & Environment
Core information Domains
Airservices information will be managed so that it is:
• Captured once and used many times and there is a single authoritative source for all high-value business critical information
• Created, organised, used and protected in accordance with its value to the business and stakeholders
• Fit for purpose and fit for the future, accessible and flexible to support forecasting, planning and decision-making across the business
• Managed according to its lifecycle and independent of technology systems• Compliant with our legislative and regulatory responsibilities – transitioning from
paper-based to electronic records• Leveraged, where appropriate, to create intellectual property as a commercial
product for aviation industries and other customers
Air Traffic Control
Air Safety
Legislation & RegulatoryObligations
Board Governance & Compliance
Business Management & Administration
External Stakeholders & Environment
Core Information Domains
Key features of the Airservices Australian Air Traffic Management Target Operational Concept 2025*
•Significantly enhanced situational awareness for all airspace users •the provision of self-separation except in highest density airspace•separation services may be provided by third party ATM•the management of flights from inception until arrival at the destination parking position•the principles of uniformity and seamless service by the promotion of a homogeneous
environment•a focus on collaborative decision-making•demand/capacity management throughout the flight life cycle•dynamic conflict management based on risk assessment to replace rigid aircraft
separation standards•the facilitation of user preferences and the application of air traffic control for
intervention by exception.
The ‘end state’ ATM system will have a capability to dynamically optimise flight trajectories, taking into account traffic complexity, weather and physical environmental constraints. The capability implies the introduction of significantly higher levels of automation, information integration and dynamic system management than are in use today.
Airservices Australia – Enterprise Capability Development
CURRENT STATE FUTURE STATES
STRATEGY DEVELOPMENT
CAPABILITY DEVELOPMENT
BUSINESS TRANSFORMATION
GAP & CRITICAL ANALYSIS
WHO WHAT, WHY, HOW, WHEN, WHERE ?
Executive
Chair
Busines s G M O perations G M CFOPeople & Change Manager
Ai r Tr af f ic Cont r ol
Ai r Safet y
Legisl at i on & Regulat or y
O bli gati ons
Boar d Govern ance & Compl iance
Busi ness Management & Admi nist r ati on
Ext ernal St akeholder s & Envi ronm ent
Co re i nfo rmati on Do mai ns
Airservices information will be managed so that it is:
• Captured once and used many times and there is a single authoritative source for al l high-value business critical information
• Created, organised, used and protected in accordance with its value to the business and stakeholders
• Fit for purpose and fit for the future, accessible and f lexible to support forecasting, planning and decision-making across the business
• Managed according to its l ifecycle and independent of technology systems• Compliant with our legislative and regulatory responsibilities – transitioning from
paper-based to electronic records• Leveraged, where appropriate, to create intellectual property as a commercial
product for aviation industries and other customers
Air Traffic Control
Air Safety
Legislation & RegulatoryObligations
Board Governance & Compliance
Business Management & Administration
External Stakeholders & Environment
Core Information Domains
4
Key Information Management PrinciplesKey Information Management Principles
Information Management Strategic FrameworkAirservices information will be managed so that it is:
• Captured once and used many times and there is a single authoritative source for all high-value operational and business critical information.
• Created, organised, used and protected in accordance with its value to the business and stakeholders.
• Fit for purpose and fit for the future, accessible and flexible to support forecasting, planning and decision-making across the business.
• Managed according to its lifecycle and independent of technology systems.• Compliant with our legislative and regulatory responsibilities – transitioning from
paper-based to electronic records.• Leveraged, where appropriate, to create intellectual property as a commercial
product for aviation industries and other customers.
5
The Information Management Strategic Framework
Air Traffic Management
Air Safety
Legislation & RegulatoryObligations
Board Governance & Compliance
Business Management & Administration
External Stakeholders & Environment
Core Information Domains
6
The Concept of Enterprise Architecture
Non-integrated processes
and systemsin different parts of the enterprise
Integrated processes and systemsacross the entire enterprise
Enterprise Architecture
Non-integrated processes
and systemsin different parts of the enterprise
Integrated processes and systemsacross the entire enterprise
Enterprise Architecture
VideoNetwork
Strategy
Business
Information
Systems
Business & Technology Alignment
ITSystems
WebServices
Process 1
Process 2
DataNetwork
Applications
VoiceNetwork
SystemsWeb
Services
Process 1
Process 2
DataNetwork
Applications
VoiceNetwork
VideoNetwork
Process 3
StrategicInitiative 2
StrategicInitiative 1
StrategicInitiative 1
StrategicInitiative 2
DataDictionary
ObjectReuse
DataFlows
ObjectReuse Data
Dictionary
DataFlows
VideoNetwork
Strategy
Business
Information
Systems
Networks
Business & Technology Alignment
ITSystems
WebServices
Process 1
Process 2
DataNetwork
Applications
VoiceNetwork
SystemsWeb
Services
Process 1
Process 2
DataNetwork
Applications
VoiceNetwork
VideoNetwork
Process 3
StrategicInitiative 2
StrategicInitiative 1
StrategicInitiative 1
StrategicInitiative 2
DataDictionary
ObjectReuse
DataFlows
ObjectReuse Data
Dictionary
DataFlows
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
Networks &Networks &InfrastructureInfrastructure
Systems &Systems &ApplicationsApplications
Data &Data &InformationInformation
Products &Products &ServicesServices
NetworkNetworkInfrastructureInfrastructureNetworkNetwork
InfrastructureInfrastructureGoals &Goals &InitiativesInitiatives
Lines of BusinessLines of Business
CCOOMMPPOONNEENNTTSS
Secu
rity,
Sta
ndar
ds, W
orkf
orce
Secu
rity,
Sta
ndar
ds, W
orkf
orce
Tech
nolo
gy
Tech
nolo
gy ––
Bus
ines
s B
usin
ess
-- Str
ateg
ySt
rate
gy
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
NetworkNetworkInfrastructureInfrastructure
Networks &Networks &InfrastructureInfrastructure
Systems &Systems &ApplicationsApplications
Data &Data &InformationInformation
Products &Products &ServicesServices
NetworkNetworkInfrastructureInfrastructureNetworkNetwork
InfrastructureInfrastructureGoals &Goals &InitiativesInitiatives
Lines of BusinessLines of Business
CCOOMMPPOONNEENNTTSS
Secu
rity,
Sta
ndar
ds, W
orkf
orce
Secu
rity,
Sta
ndar
ds, W
orkf
orce
Tech
nolo
gy
Tech
nolo
gy ––
Bus
ines
s B
usin
ess
-- Str
ateg
ySt
rate
gy
EA =
S+
B+
T
Enterprise Architecture (EA) = Strategy (S) + Business (B) + Technology (T)
Enterprise Architecture: The analysis and documentation of an enterprise in its current and future states from a strategy, business, and technology perspective. EA = S + B + T
An Introduction to Enterprise Architecture © 2005
7
• EA documents both current & future views of the enterprise• Changes in an architecture come from 3 levels of input:
– Executive input on strategic direction and priority– Business Manager input on process changes– Technology Manager input on supporting IT changes
Capabilitiesof the Current
Enterprise
Capabilitiesof the Future
EnterpriseEmerging Technologies
(IT Support Team)
New Business Priorities(Management Team)
New Direction & Goals(Leadership Team)
StrategicTactical
OperatingScenarios
ProgramPlans
Enterprise Architecture - Drivers
8
The Enterprise Architecture outcomes help to:
• Achieve strategic goals that depend on IT resources.• Improve business performance by maximizing IT efficiency.• Support the desire of executives and managers to have strategic priorities/business
requirements drive IT solutions.• Link multiple IT networks, systems, applications, services, and databases across the
entire enterprise.• Share information between lines of business.• Integrate several forms of applications and local/wide area networks that lacked
open standards.• Reduce duplicative IT resources across the enterprise.• Protect data and IT assets that rely on enterprise-wide approaches.• Maximize the effective use of limited budgets.• Improve human capital management in IT knowledge/skill areas.
Enterprise Architecture – Outcomes
9
• As a management program, EA provides:– Resource Alignment: Resource planning and standards determination– Standardized Policy: Resource governance and implementation– Decision Support: Financial control and configuration management– Resource Oversight: Lifecycle approach to development and management
• As a documentation method, EA provides:– EA Approach: A modeling framework &implementation methodology – Current Architecture: Views of as-is strategies, processes, resources– Future Architecture: Views of to-be strategies, processes, resources– EA Management Plan: To move from the current to the future EA
EA activities are two-fold: a management program and a documentation method, which together improve performance through the integration of strategic, business, and technology planning and decision-making.
Enterprise Architecture – Activities
10
How? The answer is in the Enterprise Architecture.• How do we implement this regulation?• How to we meet this compliance requirement?• How is this data made available to external systems?• How do we ensure system availability?
Why? The answer is a Requirement.• Why does this firewall exist?• Why does this entity exist?• What purpose does this dataflow achieve?• Why do we perform this business process?• Do we still need to support this application?
System Architect / Requirements Integration
11
Management Portal / Requirements Integration
Management Portal will help provide answers to the following questions:• Are key projects aligned with ASA strategy?• Do ASA have the right balance of risk/reward?• Are projects delivering the expected value?• Are ASA doing the right projects?• Are ASA spending in the right areas?• Do ASA have the right resources?
12
Oceanic En RouteEn Route
Departure ArrivalAirlines
TFM
Takeoff LandingAirportAirport
Pushback Take Off Up to 4-5 hrs from ETA
Outer Fix(eg 120nm)
Top ofDescent
FeederFix
RunwayThreshold
ADS-B ITPAccess most fuel efficient
levels
RNP Departures
Increased payload
Tailored ArrivalsEngine idle
descents to hit allocated FF time
CDTI / EFBSurface moving map with ADS-B
traffic (SafeRoute)
CDTI / EFBSurface moving map with ADS-B
traffic (SafeRoute)
ATM Long-range Optimal Flow Tool (ALOFT)
DST that allocates required times at Outer Fix early in cruise, allowing fuel efficient flight time
adjustments
AMAN (MAESTRO)
DST that allocates required times at Feeder Fixes for optimum sequence
at runway threshold
RNP-AR ArrivalsShorter, lower noise, fuel & emissionsDMAN
DST linked to AMAN – allocates departure times between AMAN
landings
Preflight Route Optimisation (Based on forecast winds)
A. Flextracks (common route)
B. UPRs (individual routes)
C. UPTs (individual routes and times -4DT)
Preflight Demand / Capacity Balancing
(DST based on forecast airport acceptance rates)
Central Traffic Management System – CTMS
Ground holding etc in collaboration with airlines
+ 60 sec + 30 sec + 10 sec
GBASPrecision landing
system – leading to curved approaches & CatII, CatIII ops
A-SMGCSSurface surveillance -
safety (runway incursion prevention) & optimum taxi
(fuel)A-SMGCS
Surface surveillance - safety runway incursion prevention & optimum taxi (fuel/emissions)
INDEX
INDEXData exchange between
Airlines, Airports, Traffic Flow Management and ATC
INDEX
INDEXData exchange between Airlines, Airports, Traffic
Flow Management and ATC
AirlinesAirlines
TFMTFM
ATC
TFM TFM
AirlinesAirlines
ATC
AIM Building Blocks
14
Enterprise Architecture Implementation
DODAF
e.g. DATA
ENTERPRISE ARCHITECTURE - A FRAMEWORK
Builder
SCOPE(CONTEXTUAL)
MODEL(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEMMODEL(LOGICAL)
TECHNOLOGYMODEL(PHYSICAL)
DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)
Sub-Contractor
FUNCTIONINGENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent = FieldReln = Address
e.g. Physical Data Model
Ent = Segment/Table/etc.Reln = Pointer/Key/etc.
e.g. Logical Data Model
Ent = Data EntityReln = Data Relationship
e.g. Semantic Model
Ent = Business EntityReln = Business Relationship
List of Things Importantto the Business
ENTITY = Class ofBusiness Thing
List of Processes theBusiness Performs
Function = Class ofBusiness Process
e.g. Application Architecture
I/O = User ViewsProc .= Application Function
e.g. System Design
I/O = Data Elements/SetsProc.= Computer Function
e.g. Program
I/O = Control BlockProc.= Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business ProcessI/O = Business Resources
List of Locations in which the Business Operates
Node = Major BusinessLocation
e.g. Business Logistics System
Node = Business LocationLink = Business Linkage
e.g. Distributed System
Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics
e.g. Technology Architecture
Node = Hardware/SystemSoftware
Link = Line Specifications
e.g. Network Architecture
Node = AddressesLink = Protocols
e.g. NETWORK
Architecture
Planner
Owner
Builder
ENTERPRISEMODEL
(CONCEPTUAL)
Designer
SYSTEMMODEL
(LOGICAL)
TECHNOLOGYMODEL
(PHYSICAL)
DETAILEDREPRESEN-
TATIONS (OUT-OF
CONTEXT)
Sub-Contractor
FUNCTIONING
MOTIVATIONTIMEPEOPLE
e.g. Rule Specification
End = Sub-conditionMeans = Step
e.g. Rule Design
End = ConditionMeans = Action
e.g., Business Rule Model
End = Structural AssertionMeans =Action Assertion
End = Business ObjectiveMeans = Business Strategy
List of Business Goals/Strat
Ends/Means=Major Bus. Goal/Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing CycleTime = System Event
e.g. Control Structure
Cycle = Component CycleTime = Execute
e.g. Timing Definition
Cycle = Machine CycleTime = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business EventCycle = Business Cycle
List of Organizations
People = Major Organizations
e.g. Work Flow Model
People = Organization UnitWork = Work Product
e.g. Human Interface
People = RoleWork = Deliverable
e.g. Presentation Architecture
People = UserWork = Screen Formate.g. Security Architecture
People = IdentityWork = Job
e.g. ORGANIZATION
Planner
Owner
to the BusinessImportant to the Business
What How Where Who When Why
John A. Zachman, Zachman International (810) 231-0531
SCOPE(CONTEXTUAL)
Architecture
e.g. STRATEGYENTERPRISE
e.g. Business Plan
TM
Enterprise Architecture software is available Commercially of the shelf (COTS).
1515
OPERATIONAL CONCEPTROLES & MISSIONS SET
SCOPE FOR ACTIVITY MODEL
OPERATIONAL INFORMATION EXCHANGE MATRIX (OV-3)
VALUE ADDED: INDIVIDUAL INFORMATION EXCHANGESASSOCIATED WITH EACH
NEEDLINE, PERFORMANCE REQUIREMENTS FOR
OPERATIONAL INFORMA-TION EXCHANGES
OPERATIONAL NODE CONNECTIVITYDESCRIPTION (OV-2)
VALUE ADDED: STATEMENT OF OPERATIONAL NODES, ACTIVITIES,
AND CRITICAL INFORMATION NEEDS (NEEDLINES & SUMMARY
INFORMATION EXCHANGED)
• OPERATIONAL NODES AREASSOCIATEAD WITH SYSTEMS AND
SYSTEMS NODES
• EACH OPERATIONAL NEEDLINE MAPSTO ONE OR MORE SYSTEMS LINKS
SYSTEMS INTERFACE DESCRIPTION(SV-1)
VALUE ADDED: STATEMENT OF SYSTEMS NODES, SYSTEMS, LINKS & COMPONENT INTERFACES;
SUMMARIZED SYSTEM INFORMATION EXCHANGES
STANDARDS APPLY AT SYSTEM TO SYSTEM
INTERFACES
INFORMATION EXCHANGES ASSOCIATED WITH EACH
NEEDLINE ARE DETAILED IN OV-3
HIGH-LEVEL OPERATIONAL CONCEPT DESCRIPTION (OV-1)
VALUE ADDED: SUMMARY LEVEL REPRESENTATION OF
ORGANIZATIONS/ROLES, MISSION, AND CONTEXT FOR
THE ARCHITECTURE
STATEVECTOR
NodeA
NodeB
Performs: Activity 1 Activity 2
NodeC
Performs:Activity 3
Performs:Activity 2Activity 3
High-LevelDescription of NeedlineCollective summary ofinformation exchanged, including:• Needline identifier/name• Critical attributes for the given architecture’s purpose, such as timeliness, bandwidth, media, etc., • Statement of Minimum, Mean, and Maximum requirements for critical attributes
To External Destination,
including Allies’,Coalition Partners’
Nodes
From ExternalSource,
including Allies’,Coalition Partners’
Nodes
• ACTIVITIES MAP TOOPERATIONAL NODES
• I/OS MAP TO NEEDLINES• PERFORMERS OF ACTIVITIES,
IF SHOWN ON 0V-5, MAP TO OPERATIONAL NODES
VALUE ADDED: BUSINESS/MISSION PROCESS & RELATIONSHIPS AMONG ACTIVITIES AND
OPERATIONAL INFORMATION EXCHANGED
A1
A2
A3
ACTIVITY MODEL (OV-5)
SATCOM Interface
NODE A
NODE B
NODE C
SYSTEM2
SYSTEM1
SYSTEM1
SYSTEM3
SYSTEM4
EXTERNALCONNECTION
SYSTEM1
COMMS Interface
COMMS Inter
face
SYSTEM2
COMMS InterfaceOne-way SATCOM Interface
Natureof
Transaction
InformationSource
InformationDestination
Description(Content)
SizeMedia
Collabo-rativeor
One-Way?
LISI LevelReq’d
SenderOPFAC
(or functionalnode, as
appropriate)
RecipientOPFAC
(or functionalnode, as
appropriate)
Sender Performing Activity(e.g.,
UJTL ID)
RecipientPerforming Activity(e.g.,
UJTL ID)
Purpose/Triggering
Event
Identifier/Name of
Operational NeedlineSupported
(from OV-2)
IERInformationElement(Identifier/Name of
InformationExchange)
1
2
n
e.g., 1-a 1-n
e.g., 2-a 2-n...
...
...
SenderOwning
Organization/Unit
Recipient Owning
Organization/Unit
Scenarioor
Mission
Language(For Multi-National
Operations)
Units
... ... ... ... ... ... ... ... ... ... ... ... ... ... ...... ... ... ... ... ... ... ... ...... ... ... ... ... ... ...
OPERATIONAL CONCEPTCONNECTIVITY & INFORMATION
EXCHANGES, IF SHOWN ON 0V-1, MAP TO OPERATIONAL NODECONNECTIVITY DESCRIPTION NEEDLINES & INFORMATION
EXCHANGES
INPUT/OUTPUT LABELS MAP TO OPERATIONAL INFORMATION
EXCHANGES (NOT ALWAYS ONE-TO-
ONE)
TECHNICAL STANDARDS PROFILE(TV-1)
VALUE ADDED: COMPLETE LIST OF RELEVANT STANDARDS
WITH OPTIONS & PARAMETERS
SERVICE AREA SERVICE STANDARDSupport Applications Web Applications Internet Explorer Version 4.X or better
Netscape Version 3.X or betterData Management Business Data
StandardsData Universal Numbering System (DUNS)
ZIP Code DirectoryCongressional District IdentifierISO 3166: ISO 3166-1 (1Ocober 1997) and ISO 3166-2 (15 December 1998) (Codesfor the Representation of Names of Countries and Their Subdivisions)U.S. State Codes and Territory CodesCatalogue for Federal Domestic Assistance ProgramElectronic Grants Data Elements
Data Interchange DocumentInterchange
XML 1.0, W3C Recommendation, 10 February 1998, Rec-xml-19980210 (ExtensibleMarkup Language)HTML 4.0 Specification, W3C Recommendation revised 24-apr-1998, Rec-html40-19980424 (Hypertext Markup Language)ANSI ASC X12 (Electronic Data Interchange)
Communications World Wide WebServices
IETF RFC-2616 Hypertext Transfer Protocol – HTTP/1.1, June 1999
Electronic Mail IETF Standard 10/RFC-821/RFC-1869/RFC-1870 Simple Mail Transfer Protocol(SMTP) Service Extensions, November 1995IETF Standard 11/RFC-822/RFC-1049 Standard for the Format of ARPA InternetText Messages, 13 August 1982IETF RFCs 2045-2049 Multipurpose Internet Mail Extensions (MIME), November1996
SYSTEMS DATAEXCHANGE MATRIX (SV-6)
Natureof
Transaction
InformationSource
InformationDestination
Description(Content)
SizeMedia
Collabo-rativeor
One-Way?
LISI LevelReq’d
SenderOPFAC
(or functionalnode, as
appropriate)
RecipientOPFAC
(or functionalnode, as
appropriate)
Sender Performing Activity(e.g.,
UJTL ID)
RecipientPerforming Activity(e.g.,
UJTL ID)
Purpose/Triggering
Event
Identifier/Name of
Operational NeedlineSupported
(from OV-2)
IERInformationElement(Identifier/Name of
InformationExchange)
1
2
n
e.g., 1-a 1-n
e.g., 2-a 2-n...
...
...
SenderOwning
Organization/Unit
Recipient Owning
Organization/Unit
Scenarioor
Mission
Language(For Multi-National
Operations)
Units
... ... ... ... ... ... ... ... ... ... ... ... ... ... ...... ... ... ... ... ... ... ... ...... ... ... ... ... ... ...
VALUE ADDED: INDIVIDUAL INFORMATION EXCHANGES
ASSOCIATED WITH SPECIFIC DATA ELEMENTS
• INFORMATION EXCHANGES
RELATED TO DATA ELEMENTS
EA Products Link to Each Other
16
• Using Enterprise Architecture as the underpinning of our modernisation strategy.
• Airservices Australia, FAA and the US Air Force will shortly start to develop an initial Common Information Model based on the contentof Annex 15. The current AS-IS.
• We hope to mature this concept sufficiently so we can discuss it at the next AIM Global Consortium meeting planned for October 2008 in Sydney.
• Airservices will also capture it’s complete Communication, Navigation and Surveillance networks in our Enterprise Architecture System.
Summary
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