session 1-1 integrating ea with management and governance ... · integrating ea with management and...
TRANSCRIPT
Session 1-1
Integrating EA with
Management and
Governance
Practices
Sanjeev “Sonny” Bhagowalia* Chief Information Officer (CIO)
Bureau of Indian Affairs,
Department of the Interior
2007 E-Gov Conference
Washington, DC
September 5, 2007
* Former Program Management Executive, FBI (8/2007)
Q1: What EA policies help support integration with “other” agency management processes? *1st habit of highly effective architects: “Be proactive”
ITPB IMB PRB
1 2 6 3
IT Programs and Projects
7
Branch IT Portfolio Managers (ITPFM)
ESC
Enterprise Level
Decision Board
IT
Decision
Boards
4 5
IT G
ove
rna
nc
e
IT Governance Secretariat (ITGS)
TDDB
CPICWG PRWG
CMQAWG
Ad Hoc
WG (Optional)
EAWG
TRWG
Concept
Exploration ITIM
CPICWG Capital
Planning
Investment
Control
Working Group
PRWG Project Review
Working Group
TRWG
Technical
Review
Working Group
EAWG
Enterprise
Architecture
Working Group
CMQAWG
Configuration
Management
Quality
Assurance
Working Group
Research, Analyze,
and Formulate
Recommendations
Working
Groups
1 *Based on “7 Habits of Highly Effective People” by Stephen Covey
Q1: What EA policies help support integration with “other” agency management processes? Lesson learned: Advance planning for EA and all its context as investments
2
Q1: What EA policies help support integration with “other” agency management processes? Case study: Risks of not using EA to plan agency investments
• Typically, O&M is funded and planned at 20-23% per year
• Hundreds of IT systems, networks, applications and databases already in operation
• Tens of projects in development (some
deliver in FY07 and some in FY08 and some delivered in FY06) – inconsistent O&M allocations
• 45 enhancement requests planned for FY08
• Life Cycle Management and IT Governance is mitigating the problem with Lifecycle cost methodology – but enforcement challenges remain
• Resource allocation to competing priorities
The IT support environment can be hit with huge staffing, operations and maintenance
costs as a result of planned and unplanned projects
“The O&M Tsunami”
3
Additional Lifecycle Planning Factor (30<x<50%) should be included for all DME Projects
The Great Wave Off Kanagawa - From "Thirty-six Views of Mount Fuji"; 1823-29 (140 Kb); Color woodcut, 10 x 15 in; Metropolitan Museum of Art, New York
Q2: How does one establish collaborative EA governance involving mission programs in activities such as the unification of IT standards and services? *2nd habit of highly effective architects: “Begin with the end in mind”
FBI Information Repositories
Centralized Information Management
II&A LES C&S A&M CIS IA&S
Information Portal Federated Search
Governance / Enforcement
Example: FBI Field Offices, Regional Agencies, Offsites, Legats, and satellite offices
LCMD ESP/SPL
Common Access
through the FBI
Information Portal
• LCMD – Lifecycle Management Directive
• ESP – Enterprise Standards Profile
• SPL – Standard Products List
Centralized Control & Access
of Information supporting
Decentralized Operations
4 *Based on “7 Habits of Highly Effective People” by Stephen Covey
Lines
Of
Business
Q2: How does one establish collaborative EA governance involving mission programs in activities such as the unification of IT standards and services? Best practice: EA Consolidated Systems Portfolio = Improved FISMA Performance
5
When managing the security of the FBI’s
information and technology assets,
there often exists only one chance to
close gaps. This requires careful
alignment of (Certification &
Accreditation) boundaries and the
Enterprise Architecture’s master
systems list to form one, consolidated,
IT portfolio. This results in more
effective assessment of systems’ risks
and enables more efficient security
operations such as distribution of
security patches.
Q3: How can architects reach out to internal stakeholders and help them understand and gain value from their agency EA? *3rd habit of highly effective architects: “Think win-win”
6 *Based on “7 Habits of Highly Effective People” by Stephen Covey
Technology Technology
Q3: How can architects reach out to internal stakeholders and help them understand and gain value from their agency EA? Best practice: Terrorist Screening Center (TSC) “Line of Sight”
7
WHAT HOW WHAT HOW WHO HOW WHAT HOW
Terrorist Screening
Center Database (TSCDB)
% Availability Nominations
# Normal # Expedited
Customs and Border Protection (CBP) National Targeting Center (NTC)
# Calls (%)
External (Abroad)
Encounters
# Visa Revocations # Visa Application Hits
Encounter Management Application
(EMA)
% Availability
Screening Support (24
x 7 Call Center)
# Total Calls Identity Matches - % Positive
State/ Local
Law Enforcement
# Calls (%)
Border
Encounters
# Denied Entry (%) # Cumulative True & Possible Hits
Encounter
Management
# Encounters - % Exterior - % Border - % Interior
Federal Law Enforcement
# Calls (%)
Internal
(Domestic) Encounters
# Arrested (%) # Questioned & Released (%)
Foreign
Government
# True & Possible
Hits (%)
# Forwarded to CT Watch (%)
NICS – Brady
Law
# Calls (%)
Business Results Customer Results Processes and Activities
Technology Technology Strategic Outcomes
Prevent
Terrorism
VA
LU
E
Inputs Inputs Outputs Outputs Outcomes Outcomes Cause
and
Effect
Cause
and
Effect
Technology Processes and
Activities
Q4: What are the EA decisions and how does one make them key milestones in the Systems (solutions) Development Lifecycle (SDLC)? *4thHabit of highly effective architects: “Put first things first”
8 *Based on “7 Habits of Highly Effective People” by Stephen Covey
I
M
B
IMB PRB
PRB PRB TDDB TDDB TDDB
TDDB
Q4: What are the EA decisions and how does one make them key milestones in the Systems (solutions) Development Lifecycle (SDLC)? Case study: Example: FBI Evolution to “Incremental Development Cycle”
Document
Requirements
Document
Design
Build
System
Test
System
Maintain
System
Deploy
System
Often a year or more
Initial high-level
list of
“product features”
Pick features
for next build 1 day
Allocate tasks
to design team
Daily
Coordination
Meetings
Build features
(continuous
testing)
Demo features
to customer --
Decide to deploy
Deploy
to users
Refine “product
features” list
and reprioritize
15 min. 2-3 weeks
1 day
1 day
1 day
Cycle duration: 3-4 weeks
EA helps business stakeholders eliminate inefficient, low-value, resource-intensive business processes, and reduce the
scope of technology activities necessary to implement the mission
9
Q5: What are best practices (within EA programs and in mission decision-making) regarding EA Governance? *5th Habit of Highly Effective Architects: “Seek first to understand”
An example: FBI’s EA Segments are individual building blocks describing the
core mission, capabilities (business services) or common/shared services
that comprise the FBI’s Enterprise Architecture.
Bus.
Services
Common
Enterprise
Services
Security
Info Sharing
Record Mgt
Geo Spatial
Disaster Mgt
Infrastructure
SOA/Shared Services
Collection Technology
Admin Work force
Core Mission
Inv
es
tiga
tive
Mg
t
La
w E
nf. S
erv
ice
Inte
l
10 *Based on “7 Habits of Highly Effective People” by Stephen Covey
The FBI is moving towards a capabilities driven, service-oriented architecture
Q5: What are best practices (within EA programs and in mission decision-making) regarding EA Governance? Case study: IAFIS Core Service -- CJIS Electronic Ten-Print Submission (Criminal)
11
JAIL
· Live Scan
FBI CJIS Division
IAFIS
Computer Search of the FBI Name and Fingerprint
Features Databases
Booking Station
Booking Station
Workstation
IDENT Response
Booking Data
Non-IDENT
Non-IDENT
ANSI Standard Format
Store & Forward
State AFIS
IDENT Response
IDENT Response
IDENT Response
IDENT Response
State Law
Enforcement
Network
State Law
Enforcement
Network
CJIS WAN
Booking Data
CJIS WAN
Q5: What are best practices (within EA programs and in mission decision-making) regarding EA Governance? Case study: IAFIS Core Service – Latent Fingerprint Submission
12
Agency
FBI CJIS Division Latent Fingerprint Section
JAIL
Arrest
Paper
Fingerprint or Evidence Mail
Services
Printed Response
Mail Services
Law Enforcement
Electronic
IAFIS
Computer Search of the
FBI Fingerprint Features Database
Crime Scene
Process Evidence
Candidate Image
Comparison
Latent Fingerprint
Case Encoding
Q6: Why leverage EA to identify and integrate “touch points” for data exchange services, inter- and intra-agency, within lines of business? *6th habit of highly effective architects: “Synergize”
Case
data
Terrorists’
Computers
FAX, Email,
Chat, Voice
Information
Portal
Legacy
Federated Search
Smart Push
Geospatial Linking Enterprise Search
Alerting Collaboration
Commercial/
Open Source
Multimedia,
Tips, Messaging,
Alerts
DISSEMINATION
KNOWLEDGE
INFORMATION
PROCESSING
Target Architecture for
the FBI’s Analytical
Environment
13 *Based on “7 Habits of Highly Effective People” by Stephen Covey
UNCLASSIFIED
Q6: Why leverage EA to identify and integrate “touch points” for data exchange services, inter- and intra-agency, within lines of business? Case Study: Reducing the complexity of intra- and inter-agency communications
OSIS
Unclassified
NOL
SBU
FBI Unclass
Networks
PKI
RISSnet
FBI LEO
DOS
OpenNet
Unclass Intel
Agency Nets FBIS
DoD
NIPRnet DHS
HSIN
Intelink-U
N-DEx
R-DEx UNET
CRL
IC PKI
Common Services
CA
FBI SCI Networks IC
Agencies
NCTC
SCI
INTELINK-TS
SCI Community
Shared Space
Non-Title
50 IC
Agencies
SCION
IDW
Collateral Space
PKI
SIPRNet
Controlled
Interface
Intelink-S
FBI Collateral
Networks
NOL
S
Controlled
Interface
CADNET
DHS
SECRET
NETWORK
COALITION
NETWORKS
DOS
SECRET
NETWORK
SENTINEL
FBI
SECRET
NETWORK
14
Example: FBI
24x7x365 EOC
24x7x365 ESOC
UNCLASSIFIED
15
Q7: What are best practices for using EA to streamline your investment portfolio, reduce duplications and drive mission alignment of IT and other investments? *7th habit of highly effective architects: “Sharpen the Saw”
*Based on “7 Habits of Highly Effective People” by Stephen Covey
1 1
6 5
2
1
2
1 1
• -• -•
••
••
Enterprise
Portal
Exte
rnal
Sys
tem
s
Enterprise Security Service
LE & IC
Partners
Enterprise Service Bus
Field
Offices
Syste
m
Syste
m
Syste
m
Syste
m
Field officesEx
tern
al S
yste
ms
& Pr
oces
ses
LE & IC
Partners
HQ
System
System
System
System
System
System
System
System
System
System
System
System
System
System
System
Process
Process
Process
Process
Process
Process
Process
Process
Process
User Centric Processes
Open Source
Analytical services
Lega
cy S
yste
ms
SENT
INEL
Integrated Access
FBI
Teleport
Private
service
Single
carrier
Transport
services
Normalized
Data
Commercial
Teleports
Wireless
Multiple
Carriers
Public
service
Private
service
Duplicated Data
Web
Information
portal
Stove-piped,
duplicated
infrastructure &
services
Standard-based,
scalable, sharable,
modularized, portable,
interoperable,
distributable and
reusable services
Access
information
anywhere
anytime
Limited
transport
services
Multiple
interfacesSingle interface
Non-
interoperable,
Multiple
accesses
Federated
search
Consolidated
infrastructure
& systems
Sub-optimal
Agile
652
assets
394
assets
AS-IS(2006)
TO-BE(2011)
7
Transformation
Strategies
1. Workforce transformation
2. Technology transformation
3. Enhance information Security
4. Enable information sharing
5. Promote Collaboration & partnerships
6. Enhance survivability
7. Improve Operational Effectiveness
Stove-piped
information
expensive
&
ineffective
T&S PLAN
Retire SurvivabilityConsolidate Enhance Shared Services
Enterprise Shared Services
Infrastructure/Network Enhancement
Opportunities for enhancementInvestment/Project/System Consolidation
Reduction of selected IT Assets
COOP IT Requirements Strategy & Roadmap
Reduce Critical Systems List
And provide 100% recovery capability
LATP/ITOD/PMU Recommendations Common Shared Services
Build once – Re-use often
•Directory services
•Secure Mobile Computing
•Network Services
•Document Mgt
•Security/Audit
•Federated Search
•Information Portal
•Role Based Access
•Knowledge Mgt
•Cross Domain Transfer
•Process Mgt/Workflow
•Disaster Recovery
•Geospatial
•Enterprise Storage
FBI IT assets evaluated
Recommended to retire, re-host or rebuild
FTS
FY06 FY07 FY08 FY09 FY10 FY11
Legend
Project D
RSIMS
CPUIMS
ITAR
NASS
Project L (Retire when Standard is implemented)
TCS
SDIS (Need to be rebuilt on SCION)
(Retire when Virtual Academy is implemented)QSIS
Amerithrax
Atbomb
Okbomb
Pentbomb
SHNMUR
(Retire when case is closed)
(Retire when case is closed)
(Retire when case is closed)
(Retire when case is closed)
(Retire when case is closed)
VICAP (Retire when VICAP Web is implemented)
SPLITRAIL (Retire when case is closed)
TA
TAA
NNCP
ACS-UNI
ACS-ECF
ACS-ICM
Asset
BRSA
CDAR
CIMS
PFA
FDPS
(Retire when CMIS is implemented)ICON/ICON+
IICMS
INTELPlus
RUS (Retire when COMPASS is implemented)
Estimated Legacy Application Retirement Timeline
Dependency
(pointing at the
dependant)
Apps that can be retired only
after subsuming app is
developed and operational
(Retire when Virtual Academy is implemented)
(Retire when Virtual Academy is implemented)
(Retire when Delta is implemented)
(Retire when Delta is implemented)
(Retire when Sentinel is implemented)
(Retire when Sentinel is implemented)
(Retire when Sentinel is implemented)
(Retire when Sentinel is implemented)
(Retire when Sentinel is implemented)
Timelines for case to be
closed were not projected
User Access Statistics for Legacy Applications
0
2
4
6
8
10
< 100 < 1,000 < 5,000 < 100,000 < 140,000
User Access in July 2006
Num
ber o
f Leg
acy
Appl
icat
ions
On-going IT Projects
To be delivered incrementally
DM&E IT Projects
ITOD O&M/SS IT Projects
IT Projects
Timeline View: Consolidation OpportunitiesConsolidation Opportunities *
= Retire= Retire
= Consoli date
= Ongoing= Ongoing
Current Number of
Initiatives:
657
Total Cur rent
Assessed:
276( 42% of 657)
(Other 58% will be
assessed by Marc h
2007)
Targeted Initiatives
for Consolidation:
105(42% of 276)
Targeted
Consolidat ions:
24 (Reduction from 116)
SummaryCurrent Number of
In itiatives :
657
Total Cur rent
Assessed:
276( 42% of 657)
(Other 58% will be
assessed by Marc h
2007)
Targeted Initiatives
for Consolidation:
(42% of 276)
Targeted
Consolidat ions:
(Reduction from 116)
Summary
Databases
Syste ms/
Applications
Infrastructure/
Networ ks
Projects
Reduction of Initiatives over time
3
1
3
1
6
1
5
1
13
2
1
2
1
2
1
•N-DEX•R-DEX•GUARDI AN
•DEEP•IDW•NEXT
•Amerithrax•PentBomb•Okbomb•ATBomb•SHNMUT Z•SPLIT Trail
COMPASS
2
1
2
11
•CMIS•ASSET
DELTA
3
1
•ITAR•NASS•QSIS
Virtual Academy
Enterprise Portal
Enterprise Directory Service s
SENTINE L
2
1
• NNCP• CJIS Name Chec k
* Note: Thi s graphic onl y shows consol idation opportunities. The following are all i ncluded in the T&S Pl an: Transition
strategies include another 140 initiati ves (43 new); 21 current projects nearing complet ion (O&M); 47 key ini tiati ves by LoB.
Op
era
tion
al IT
In
itia
tive
s
•ASC•TURK•ISRAA•MAR•COMPASS
FY07 FY08 FY10FY09 FY11Notional T i meline
•SENTINE L Portal•Information Portal
(Based on Stakeholder Feedback)
DEEPGUARDI AN Major Case DB
NNCP 11
•ACS •Asset•BRSA•CDAR•CIMS•CLEA•Intel Plus
•WACS•DEEP•IBSR• ISRAA•FIFSAR •IICMS
2
1
2
11
•Satellite Diversity•TRU Satellite Se rvice
Satellite Diversity
111UnclassLAN
111TS-LAN
111S-LAN
•Enterprise Directory Svc•Active Dir ectory Consolidation
2
1
2
11
•CyD/STAS•CJIS IAFI S
SBUSAN
3
1
3
11
•STAS•CWAN•UNET
UnclassSAN
6
1
6
11
•TSC•FTTTF•FBINET•IBM Shar k•IDW•CARTSAN
SecretSAN
2006 2011
444WAN
4
1Cross
Domain File
Transfer
•Control Interface•One Way Transfe r•Scatter Ca stle
•Two Way Transf er
3
1
•IDS•OPRID•CMS
CMS
2
1
• CMIS• ICON/ICO N+
CMIS
•DNA LA N•OMNIBU S LAN•CentraCom (NY)•DCSNet•IAFIS LA N•OSIS
•TRU SBU•TDCC LA N•DataMaxxLAN•CJIS Netv
10
•Aloha•ADNET•DOC CLA N•DirectorN et•IPGNet•STACNet•TOUNet•TTECNet•FBINET•CARTSA N•FISANet-S
11
•FISANet-TS•IISNET•ProtonLAN•TTAPNet•SAMNET•SCION
6
•CJIS WA N•IAFIS WA N•Trilogy-Blac knet•DOJ MAN•CWAN•NCIC•NICS WA N•SBUNET
•IDCS WA N•ARACHN ET•RadioNet•Trilogy-Secret•SCION•TNC TS/SCI Triology
14
Enterprise Architecture TransformationA B
1 1
6 5
2
1
2
1 1
• -• -•
••
••
Enterprise
Portal
Exte
rnal
Sys
tem
s
Enterprise Security Service
LE & IC
Partners
Enterprise Service Bus
Field
Offices
Syste
m
Syste
m
Syste
m
Syste
m
Field officesEx
tern
al S
yste
ms
& Pr
oces
ses
LE & IC
Partners
HQ
System
System
System
System
System
System
System
System
System
System
System
System
System
System
System
Process
Process
Process
Process
Process
Process
Process
Process
Process
User Centric Processes
Open Source
Analytical services
Lega
cy S
yste
ms
SENT
INEL
Integrated Access
FBI
Teleport
Private
service
Single
carrier
Transport
services
Normalized
Data
Commercial
Teleports
Wireless
Multiple
Carriers
Public
service
Private
service
Duplicated Data
Web
Information
portal
Stove-piped,
duplicated
infrastructure &
services
Standard-based,
scalable, sharable,
modularized, portable,
interoperable,
distributable and
reusable services
Access
information
anywhere
anytime
Limited
transport
services
Multiple
interfacesSingle interface
Non-
interoperable,
Multiple
accesses
Federated
search
Consolidated
infrastructure
& systems
Sub-optimal
Agile
652
assets
394
assets
AS-IS(2006)
TO-BE(2011)
7
Transformation
Strategies
1. Workforce transformation
2. Technology transformation
3. Enhance information Security
4. Enable information sharing
5. Promote Collaboration & partnerships
6. Enhance survivability
7. Improve Operational Effectiveness
Stove-piped
information
expensive
&
ineffective
T&S PLAN
Retire SurvivabilityConsolidate Enhance Shared Services
Enterprise Shared Services
Infrastructure/Network Enhancement
Opportunities for enhancementInvestment/Project/System Consolidation
Reduction of selected IT Assets
COOP IT Requirements Strategy & Roadmap
Reduce Critical Systems List
And provide 100% recovery capability
LATP/ITOD/PMU Recommendations Common Shared Services
Build once – Re-use often
•Directory services
•Secure Mobile Computing
•Network Services
•Document Mgt
•Security/Audit
•Federated Search
•Information Portal
•Role Based Access
•Knowledge Mgt
•Cross Domain Transfer
•Process Mgt/Workflow
•Disaster Recovery
•Geospatial
•Enterprise Storage
FBI IT assets evaluated
Recommended to retire, re-host or rebuild
FTS
FY06 FY07 FY08 FY09 FY10 FY11
Legend
Project D
RSIMS
CPUIMS
ITAR
NASS
Project L (Retire when Standard is implemented)
TCS
SDIS (Need to be rebuilt on SCION)
(Retire when Virtual Academy is implemented)QSIS
Amerithrax
Atbomb
Okbomb
Pentbomb
SHNMUR
(Retire when case is closed)
(Retire when case is closed)
(Retire when case is closed)
(Retire when case is closed)
(Retire when case is closed)
VICAP (Retire when VICAP Web is implemented)
SPLITRAIL (Retire when case is closed)
TA
TAA
NNCP
ACS-UNI
ACS-ECF
ACS-ICM
Asset
BRSA
CDAR
CIMS
PFA
FDPS
(Retire when CMIS is implemented)ICON/ICON+
IICMS
INTELPlus
RUS (Retire when COMPASS is implemented)
Estimated Legacy Application Retirement Timeline
Dependency
(pointing at the
dependant)
Apps that can be retired only
after subsuming app is
developed and operational
(Retire when Virtual Academy is implemented)
(Retire when Virtual Academy is implemented)
(Retire when Delta is implemented)
(Retire when Delta is implemented)
(Retire when Sentinel is implemented)
(Retire when Sentinel is implemented)
(Retire when Sentinel is implemented)
(Retire when Sentinel is implemented)
(Retire when Sentinel is implemented)
Timelines for case to be
closed were not projected
User Access Statistics for Legacy Applications
0
2
4
6
8
10
< 100 < 1,000 < 5,000 < 100,000 < 140,000
User Access in July 2006
Num
ber o
f Leg
acy
Appl
icat
ions
On-going IT Projects
To be delivered incrementally
DM&E IT Projects
ITOD O&M/SS IT Projects
IT Projects
Timeline View: Consolidation OpportunitiesConsolidation Opportunities *
= Retire= Retire
= Consoli date
= Ongoing= Ongoing
Current Number of
Initiatives:
657
Total Cur rent
Assessed:
276( 42% of 657)
(Other 58% will be
assessed by Marc h
2007)
Targeted Initiatives
for Consolidation:
105(42% of 276)
Targeted
Consolidat ions:
24 (Reduction from 116)
SummaryCurrent Number of
In itiatives :
657
Total Cur rent
Assessed:
276( 42% of 657)
(Other 58% will be
assessed by Marc h
2007)
Targeted Initiatives
for Consolidation:
(42% of 276)
Targeted
Consolidat ions:
(Reduction from 116)
Summary
Databases
Syste ms/
Applications
Infrastructure/
Networ ks
Projects
Reduction of Initiatives over time
3
1
3
1
6
1
5
1
13
2
1
2
1
2
1
•N-DEX•R-DEX•GUARDI AN
•DEEP•IDW•NEXT
•Amerithrax•PentBomb•Okbomb•ATBomb
Timeline View: Consolidation OpportunitiesConsolidation Opportunities *
= Retire= Retire
= Consoli date
= Ongoing= Ongoing
Current Number of
Initiatives:
657
Total Cur rent
Assessed:
276( 42% of 657)
(Other 58% will be
assessed by Marc h
2007)
Targeted Initiatives
for Consolidation:
105(42% of 276)
Targeted
Consolidat ions:
24 (Reduction from 116)
SummaryCurrent Number of
In itiatives :
657
Total Cur rent
Assessed:
276( 42% of 657)
(Other 58% will be
assessed by Marc h
2007)
Targeted Initiatives
for Consolidation:
(42% of 276)
Targeted
Consolidat ions:
(Reduction from 116)
Summary
Databases
Syste ms/
Applications
Infrastructure/
Networ ks
Projects
Reduction of Initiatives over time
3
1
3
1
6
1
5
1
13
2
1
2
1
2
1
•N-DEX•R-DEX•GUARDI AN
•DEEP•IDW•NEXT
•Amerithrax•PentBomb•Okbomb•ATBomb•SHNMUT Z•SPLIT Trail
COMPASS
2
1
2
11
•CMIS•ASSET
DELTA
3
1
•ITAR•NASS•QSIS
Virtual Academy
Enterprise Portal
Enterprise Directory Service s
SENTINE L
2
1
• NNCP• CJIS Name Chec k
* Note: Thi s graphic onl y shows consol idation opportunities. The following are all i ncluded in the T&S Pl an: Transition
strategies include another 140 initiati ves (43 new); 21 current projects nearing complet ion (O&M); 47 key ini tiati ves by LoB.
Op
era
tion
al IT
In
itia
tive
s
•ASC•TURK•ISRAA•MAR•COMPASS
FY07 FY08 FY10FY09 FY11Notional T i meline
•SENTINE L Portal•Information Portal
(Based on Stakeholder Feedback)
DEEPGUARDI AN Major Case DB
NNCP 11
•ACS •Asset•BRSA•CDAR•CIMS•CLEA•Intel Plus
•WACS•DEEP•IBSR• ISRAA•FIFSAR •IICMS
2
1
2
11
•Satellite Diversity•TRU Satellite Se rvice
Satellite Diversity
111UnclassLAN
111TS-LAN
111S-LAN
•Enterprise Directory Svc•Active Dir ectory Consolidation
2
1
2
11
•CyD/STAS•
•SHNMUT Z•SPLIT Trail
COMPASS
2
1
2
11
•CMIS•ASSET
DELTA
3
1
•ITAR•NASS•QSIS
Virtual Academy
Enterprise Portal
Enterprise Directory Service s
SENTINE L
2
1
• NNCP• CJIS Name Chec k
* Note: Thi s graphic onl y shows consol idation opportunities. The following are all i ncluded in the T&S Pl an: Transition
strategies include another 140 initiati ves (43 new); 21 current projects nearing complet ion (O&M); 47 key ini tiati ves by LoB.
Op
era
tion
al IT
In
itia
tive
s
•ASC•TURK•ISRAA•MAR•COMPASS
FY07 FY08 FY10FY09 FY11Notional T i meline
•SENTINE L Portal•Information Portal
(Based on Stakeholder Feedback)
DEEPGUARDI AN Major Case DB
NNCP 11
•ACS •Asset•BRSA•CDAR•CIMS•CLEA•Intel Plus
•WACS•DEEP•IBSR• ISRAA•FIFSAR •IICMS
2
1
2
11
•Satellite Diversity•TRU Satellite Se rvice
Satellite Diversity
111UnclassLAN
111TS-LAN
111S-LAN
•Enterprise Directory Svc•Active Dir ectory Consolidation
2
1
2
11
•CyD/STAS•CJIS IAFI S
SBUSAN
3
1
3
11
•STAS•CWAN•UNET
UnclassSAN
6
1
6
11
•TSC•FTTTF•FBINET•IBM Shar k•IDW•CARTSAN
SecretSAN
2006 2011
444WAN
4
1Cross
Domain File
Transfer
•Control Interface•One Way Transfe r•Scatter Ca stle
•Two Way Transf er
3
1
•IDS•OPRID•CMS
CMS
2
1
• CMIS• ICON/ICO N+
CMIS
•DNA LA N•OMNIBU S LAN•CentraCom (NY)•DCSNet•IAFIS LA N•OSIS
•TRU SBU•TDCC LA N•DataMaxxLAN•CJIS Netv
10
•Aloha•ADNET•DOC CLA N•DirectorN et•IPGNet•STACNet•TOUNet•TTECNet•FBINET•CARTSA N•FISANet-S
11
•FISANet-TS•IISNET•ProtonLAN•TTAPNet•SAMNET•SCION
6
•CJIS WA N•IAFIS WA N•Trilogy-Blac knet•DOJ MAN•CWAN•NCIC•NICS WA N•SBUNET
•IDCS WA N•ARACHN ET•RadioNet•
CJIS IAFI S
SBUSAN
3
1
3
11
•STAS•CWAN•UNET
UnclassSAN
6
1
6
11
•TSC•FTTTF•FBINET•IBM Shar k•IDW•CARTSAN
SecretSAN
2006 2011
444WAN
4
1Cross
Domain File
Transfer
•Control Interface•One Way Transfe r•Scatter Ca stle
•Two Way Transf er
3
1
•IDS•OPRID•CMS
CMS
2
1
• CMIS• ICON/ICO N+
CMIS
•DNA LA N•OMNIBU S LAN•CentraCom (NY)•DCSNet•IAFIS LA N•OSIS
•TRU SBU•TDCC LA N•DataMaxxLAN•CJIS Netv
10
•Aloha•ADNET•DOC CLA N•DirectorN et•IPGNet•STACNet•TOUNet•TTECNet•FBINET•CARTSA N•FISANet-S
11
•FISANet-TS•IISNET•ProtonLAN•TTAPNet•SAMNET•SCION
6
•CJIS WA N•IAFIS WA N•Trilogy-Blac knet•DOJ MAN•CWAN•NCIC•NICS WA N•SBUNET
•IDCS WA N•ARACHN ET•RadioNet•Trilogy-Secret•SCION•TNC TS/SCI Triology
14
Enterprise Architecture TransformationA B
UNCLASSIFIED
Q7: What are best practices for using EA to streamline your investment portfolio, reduce duplications and drive mission alignment of IT and other investments? Case study: Putting it all together / EA as a means of achieving business value
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