1fsam version 1.0 federal segment architecture methodology (fsam) practitioner’s training version...
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1FSAM Version 1.0
Federal Segment Architecture Methodology
(FSAM) Practitioner’s Training
Version 1.0
3FSAM Version 1.0FSAM Version 1.0
What is a Segment?
Source: FEA Practice Guidance
• A segment is an individual element of the enterprise describing either a core mission area, a common or shared business service, or an Enterprise service.
• Segments are defined by the enterprise architecture.
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What is Segment Architecture?
Segment Architecture: Detailed results-oriented architecture (baseline and target) and a transition strategy for a portion or segment of the enterprise.
o A scalable and repeatable process for architects to engage business stakeholders and deliver value to business areas
o Helps to establish clear relationships between strategic goals, detailed business and information management requirements, and measurable performance improvements Source: FEA Practice Guidance
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Introduction to the new FSAM
What is FSAM?
• The new Federal Segment Architecture Methodology (FSAM) is a step by step process for developing and using segment architecture that leverages existing “best practice” analysis techniques and easy to use templates to expedite architecture development
• FSAM includes process steps to identify and validate the business need and the scope of the architecture to be defined (e.g., new initiative or integration / consolidation of existing initiatives).
• FSAM includes the interfaces to other processes including performance / investment management, enterprise transition planning, solution architecture development, and system lifecycle management
Who created FSAM?
• The Federal Segment Architecture Working Group (FSAWG) is a cooperative effort with the federal architecture community formed in January 2008 as a sub-team to the Architecture and Infrastructure Committee (AIC) and therefore, an element of the Federal CIO Council, at the request of the OMB Chief Architect
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Since the FSAWG was initiated, the team has made great headway. Some notable facts include…
• 13 Federal organizations, including 2 cross-agency initiatives participatedo 13 people on core teamo 34 people on sub-team
• 10 best practice presentations delivered
• 18 assessed best practices considered
• 78 analytical techniques cataloged o Including 232 templates /
examples
Best Practices
• HUD - Segment Architecture Development Guidance / Work Product and Decision Templates
• DoD – DoDAF Version 2.0 (Draft)
• DOI - Methodology for Business Transformation (MBT)
• DOJ - Information Sharing Segment Architecture (ISSA)
• PM-ISE - Information Sharing Environment EA Framework
• PM-ISE - FEA Information Sharing Environment Profile
• DHS – Information Sharing Environment
• DOL - EA Quick Reference Guide
• DOL - IT Investment Management Quick Reference Guide
• DOL – STREAMLine Methodology
• Treasury - Segment Architecture Analysis Guide
• Treasury - Segment Architecture Process Guide
• Treasury - Segment Architecture Roadmap
• HRLOB – Segment Architecture Approach
• EPA - OSWER Segment Architecture Line-of-Sight: From Architecture through Implementation
• HHS - HHS Architecture Development Methodology (ADM)
• FEA - Security and Privacy Profile (v2) (Draft)
• FEA - Records Management Profile
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FSAWG leveraged a Catalog and Analysis of Documents to identify analysis techniques used in agency best practices
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pplic
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CP
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/Str
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Rec
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Sec
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and
Priv
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Count of Classification of Analysis Technique
Classification of Analysis Technique
Each color represents a different
contributing organization.
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The FSAWG team made a few observations on EA as a discipline …
• No consensus on what constitutes a complete performance, business, technology, service and data architecture
• Segment Architecture is often focused on populating artifacts rather than synthesis of recommendations to deliver business value
• A lack of formal sharing of analytical techniques and best practices exists across the Federal government
• Varying levels of maturity exist across Agency EA programs
• No standard Federal-wide approach exists for defining segment architecture
FSAM addresses these issues
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FSAM promotes a consistent approach to developing segment architecture
• Defines the core elements and attributes that are needed for defining a complete segment architecture.
• Includes process steps, activities and associated tasks to identify and validate the business need and the scope of the architecture to be defined.
• Includes the development of as-is, target and transition plans for the performance, business, data, services, and technology architecture layers.
• Provides an online toolkit containing analytical templates to support the architecture practitioner towards expediting their segment architectures.
• Provides case examples from participating agencies to relay real life examples highlighting specific facets of the methodology.
• Assures business integration between mission priorities and financial investments, particularly IT investments.
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FSAM provides the Process Step decomposition of the ‘Develop Segment Architecture’ Lifecycle Phase
Author the Modernization
Blueprint
Develop the Segment Scope and Strategic
Intent
Define the Conceptual Solution Architecture
Define Business and Information
Requirements
Determine Participants and Launch Project
The top level steps of FSAM start with the FEA Practice Guidance published by OMB as a launch point for use/refinement
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FSAM includes the steps for developing a Segment Architecture as well as hand-offs to Enterprise and Solution Architecture
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FSAM supports the entire lifecycle from strategic planning to execution with a primary focus on developing actionable architecture
Strategic
Planning
Strategic
PlanningArchitectu
re
CPIC
BudgetCPIC
Architecture
CPIC
Architecture
Architecture
Execution
Execution
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FSAM features a series of touch points to other disciplines such as security.
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FSAM features a series of touch points to other disciplines such as security.
NIST 800-39Organizational View of
Risk Management
NIST 800-60Security Categorization
Process
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In addition, FSAM has identified touch points with other Federal guidance
FSAM NIST 800-39
PGFSOA
FTF
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PGFSOA Integration
1 23
Task 3.2.3: Align strategic improvement opportunities to the data architecture
PGFSOA, Sec. 4.1.7: Employ enterprise architecture tools and artifacts to identify significant information exchanges across domains of interest.
Task 3.2.2: Determine the required adjustments to the business architecture
PGFSOA, Sec. 4.1.6: Many of the benefits of SOA are derived from sharing – sharing information, sharing business processes, sharing reference architectures, and sharing services.
Task 4.2.1: Identify service and solution reuse opportunities
PGFSOA, 3.2.3: Adoption of some common services across the federal government will start with infrastructure services (e.g., authentication, auditing) but quickly expand to business utility services (e.g., federal employee lookup, simple approval process, calendar services, scheduling).
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NIST 800-39 Integration
13
2
Task 2.2.3: Identify segment risks and impacts
NIST 800-39, Sec. 3.2: The first step in building an effective organization-wide information security program is to conduct a thorough analysis of the organization’s mission and business processes informed by the organization’s enterprise architecture…
Task 3.1.4: Analyze processes and determine high-level information requirements including organizational relationships
NIST 800-39, Sec. 3.2: Conducting the security categorization process as an organization-wide exercise helps ensure that the process accurately reflects the criticality, sensitivity, and priority of the information and information systems that are supporting organizational mission/business processes and is consistent with the organization’s enterprise architecture.
Task 4.1.4: Determine adjustments necessary to the as-is conceptual solution architecture
NIST 800-39, Sec. 3.3: Security controls should be reflected in the FEA solution architectures and should be traceable to security requirements allocated to mission/business processes defined in the FEA segment architectures...See also NIST 800-53, FIPS 199, and FIPS 200.
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FTF Integration
2
Task 1.2.2: Synthesize the common business challenges across the Business Owners
FTF Usage Guide, Sec. 3.1: [The] FTF Catalog includes both mandatory and informational initiatives.Mandatory initiatives must be included in agency enterprise architecture and the agencyEA Transition Strategy, and agency alignment with these initiatives is assessed as partof the annual EA assessment process.
1Task 4.2.1: Identify service and solution reuse opportunities
FTF Usage Guide, Sec. 3.1: The FTF Catalog provides information to agency decision makers to support the implementation of cross-agency initiatives, and provides guidance to working groups with responsibility to develop cross-agency initiative architecture. The catalog supports usage scenarios for agency decision makers and cross-agency task forces, working groups or communities of practice with responsibility to develop initiative architecture.
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Determine Participants and Launch Project
Develop the Segment Scope and Strategic Intent
Define Business and Information Requirements
Define the Conceptual Solution Architecture
Author the Modernization Blueprint
Segment
Business Area
InitiativeBRM Sub-function
Driver
Investment
Business Process
Activity
System Service
Information System
DRM Entity
DRM Exchange Package
Organization
PRM Measurement Indicator
List of affected organizations and
their Business Owner(s)
Segment Architecture Development
Purpose Statement
Segment performance goals
Segment performance goals
Business Drivers and Mandates
Segment Scope
Segment Scope
Segment Scope Target Business Function Model
Target Key Business Process Models
List of affected organizations and
their Business Owner(s)
Goal
Target Conceptual Data Model
Information Exchange Packages
Integrated Target Systems and Services Interface
Diagram
Legend
Performance and Investment Tiger Team Metamodel
FSAWG Outputs
Initiative
Segment Architecture Development
Purpose Statement
Performance Gaps
Strategic Improvement Opportunities
Target Key Business Process Models
Target Data Steward Assignments
Updated Data Reference Model
High-level Information Requirements
Integrated Target Systems and Services Interface
Diagram
Integrated Target Systems and Services Interface
Diagram
Target Service Component Model (SCM)
Information System
Strategic SystemsMigration / Sequencing
Sequencing Overview
Strategic Systems Migration / Sequencing
Performance Milestones
The EA Segment Report (EASR) Meta-model has been integrated with the FSAM
PAR Performance
PAR Metric
Component, Bureau, Operating Division, etc
Strategic Goal
Target
Actual
Target Achieved/Not Achieved?
P&I Tiger Team Reporting Template
Strategic Element Opportunity Rationale
Architecture Work Product
Segment Strategic Goal/Objective <name>
List Opportunities
Describe rationale for strategic alignment
Target work product name
Business and IT Modernization Initiative <name>
List Opportunities
Describe rationale for strategic alignment
Target work product name
Strategic Alignment Analysis Template
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The FSAWG used a three-level decomposition for the new methodology
1
2
3
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Each process step is detailed in a step guidance document
• Step Description and Purpose• Step Outcome• Step At-A-Glance• Activity Details• Activity Short Description• Activity Flow Chart with Tasks• Activity Inputs• Tasks• Communication Considerations• Activity Outputs• Suggested Analytical Techniques
(with examples and templates)
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Analytical techniques have been included in the FSAM with templates from Agency best practices
Each suggested analytical technique table includes:
• Output name• Core – (Y,N) Outputs that support
population of Segment Architecture Template in EAAF Ver. 3.0.
• Associated FEA Layers• Name of suggested analytical
technique• Link to the template/example• Contributing Agency
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FSAM includes a summary of all outputs and suggested analytical techniques (Appendix I)
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Process Step 5Process Step 4Process Step 3Process Step 2Process Step 1
Governance Framework
Segment Architecture Development
Purpose Statement
Core Team Roster
Core Team Formation
Memorandum
Core Team Charter
Project PlanCommunications
Strategy
Business Drivers and Mandates
Stakeholders and Their
Relationships
Segment Scope
Performance Gaps
Strategic Improvement Opportunities
Segment Performance
Goals and Objectives
Performance Scorecard
Segment ContextRisks and Impacts
Stakeholder Needs
Common / Mission Services Target Maturity
Levels
Segment Architecture
Vision Summary
Segment Scope and Strategic
Intent Presentation
As-Is Business Function Model
As-Is Business Value Chain
Target Business Value Chain
Diagram
As-Is Key Business Process
Model
Target Business Function Model
Business and Information Architecture Adjustment
Profiles
As-Is Key Information
Sources and Qualitative
Assessment
As-Is Business Process Swim Lane Diagram
Target Business Process Swim Lane Diagrams
Target Data Steward
Assignments
Target Business Data Mapped to Key Business
Processes (CRUD)
Target Key Business Process
Model
Target Information Flow
Diagram
Target Information
Sharing Matrix
Target Conceptual Data
Model
Business and Information Architecture Presentation
As-Is System and Services Scoring
As-Is Conceptual Solution
Architecture
Target Conceptual
Solution Architecture
Data Reuse
Target Technical Architecture
Target Service Component Architecture
Integrated Service
Component and Technology
Model
Transition Recommendation
Profile
Transition Recommendation
Sequencing Diagram
Conceptual Solution
Architecture Presentation
Recommendation Sequencing Milestones
Reuse Summary
Analysis of Cost, Value and Risk for Transition
Options
Strategic Systems Migration /
Sequencing Overview
Proposed Implementation
Recommendations
Segment Architecture
Blueprint Document (incl.
Sequencing Plan)
Document Review Log
Feedback Tracking
Document and Feedback Action
Report
Blueprint Executive Summary
Presentation
Approved Segment Architecture
Blueprint Document (incl.
Sequencing Plan)
Record of Decision (ROD)
Recommendation Implementation
Sequencing Plan
Transition Plan Milestones
Segment Mappings
Legend
Core Output
Recommended Output
Capital Planning Investment Control
Exhibit 53 and Exhibit 300
Process Step 5Process Step 4Process Step 3Process Step 2Process Step 1
Governance Framework
Segment Architecture Development
Purpose Statement
Core Team Roster
Core Team Formation
Memorandum
Core Team Charter
Project PlanCommunications
Strategy
Business Drivers and Mandates
Stakeholders and Their
Relationships
Segment Scope
Performance Gaps
Strategic Improvement Opportunities
Segment Performance
Goals and Objectives
Performance Scorecard
Segment ContextRisks and Impacts
Stakeholder Needs
Common / Mission Services Target Maturity
Levels
Segment Architecture
Vision Summary
Segment Scope and Strategic
Intent Presentation
As-Is Business Function Model
As-Is Business Value Chain
Target Business Value Chain
Diagram
As-Is Key Business Process
Model
Target Business Function Model
Business and Information Architecture Adjustment
Profiles
As-Is Key Information
Sources and Qualitative
Assessment
As-Is Business Process Swim Lane Diagram
Target Business Process Swim Lane Diagrams
Target Data Steward
Assignments
Target Business Data Mapped to Key Business
Processes (CRUD)
Target Key Business Process
Model
Target Information Flow
Diagram
Target Information
Sharing Matrix
Target Conceptual Data
Model
Business and Information Architecture Presentation
As-Is System and Services Scoring
As-Is Conceptual Solution
Architecture
Target Conceptual
Solution Architecture
Data Reuse
Target Technical Architecture
Target Service Component Architecture
Integrated Service
Component and Technology
Model
Transition Recommendation
Profile
Transition Recommendation
Sequencing Diagram
Conceptual Solution
Architecture Presentation
Recommendation Sequencing Milestones
Reuse Summary
Analysis of Cost, Value and Risk for Transition
Options
Strategic Systems Migration /
Sequencing Overview
Proposed Implementation
Recommendations
Segment Architecture
Blueprint Document (incl.
Sequencing Plan)
Document Review Log
Feedback Tracking
Document and Feedback Action
Report
Blueprint Executive Summary
Presentation
Approved Segment Architecture
Blueprint Document (incl.
Sequencing Plan)
Record of Decision (ROD)
Recommendation Implementation
Sequencing Plan
Transition Plan Milestones
Segment Mappings
Legend
Core Output
Recommended Output
Capital Planning Investment Control
Exhibit 53 and Exhibit 300
FSAM outputs are designed to progressively elaborate the information required to define a segment architecture.
Process Step 5Process Step 4Process Step 3Process Step 2Process Step 1
Governance Framework
Segment Architecture Development
Purpose Statement
Core Team Roster
Core Team Formation
Memorandum
Core Team Charter
Project PlanCommunications
Strategy
Business Drivers and Mandates
Stakeholders and Their
Relationships
Segment Scope
Performance Gaps
Strategic Improvement Opportunities
Segment Performance
Goals and Objectives
Performance Scorecard
Segment ContextRisks and Impacts
Stakeholder Needs
Common / Mission Services Target Maturity
Levels
Segment Architecture
Vision Summary
Segment Scope and Strategic
Intent Presentation
As-Is Business Function Model
As-Is Business Value Chain
Target Business Value Chain
Diagram
As-Is Key Business Process
Model
Target Business Function Model
Business and Information Architecture Adjustment
Profiles
As-Is Key Information
Sources and Qualitative
Assessment
As-Is Business Process Swim Lane Diagram
Target Business Process Swim Lane Diagrams
Target Data Steward
Assignments
Target Business Data Mapped to Key Business
Processes (CRUD)
Target Key Business Process
Model
Target Information Flow
Diagram
Target Information
Sharing Matrix
Target Conceptual Data
Model
Business and Information Architecture Presentation
As-Is System and Services Scoring
As-Is Conceptual Solution
Architecture
Target Conceptual
Solution Architecture
Data Reuse
Target Technical Architecture
Target Service Component Architecture
Integrated Service
Component and Technology
Model
Transition Recommendation
Profile
Transition Recommendation
Sequencing Diagram
Conceptual Solution
Architecture Presentation
Recommendation Sequencing Milestones
Reuse Summary
Analysis of Cost, Value and Risk for Transition
Options
Strategic Systems Migration /
Sequencing Overview
Proposed Implementation
Recommendations
Segment Architecture
Blueprint Document (incl.
Sequencing Plan)
Document Review Log
Feedback Tracking
Document and Feedback Action
Report
Blueprint Executive Summary
Presentation
Approved Segment Architecture
Blueprint Document (incl.
Sequencing Plan)
Record of Decision (ROD)
Recommendation Implementation
Sequencing Plan
Transition Plan Milestones
Segment Mappings
Legend
Core Output
Recommended Output
Capital Planning Investment Control
Exhibit 53 and Exhibit 300
Non-core FSAM outputs provide additional information that can be used to inform decision making related to the segment mission, business, and information needs.
Core FSAM outputs provide the information necessary for EAAF reporting requirements
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Key Questions Being Answered by Step 1: Determine Participants and Launch Project
• What is the governance framework for the development of the segment architecture?
• Does the business owner(s) understand the process and time commitment for developing the segment architecture?
• Who is the executive sponsor?• Who is on the core team? Are these the right people?• What is the specific purpose for developing this segment
architecture?• Is the charter approved to develop the segment architecture in the
context of the purpose statement crafted by the business owner(s)?• Is there a project plan and communications strategy for the
development of the segment architecture?
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Activity 1.2: Develop the purpose statement for the segment
1.1
Discuss the business
challenges facing each Business
Owner
Synthesize the common business challenges across
the Business Owners
Communicate how segment
architecture could assist with common
business challenges
Formulate the purpose statement
1.3
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Activity 1.3: Solicit core team members
1.2
Communicate to Business Owner(s) the role of the Core
Team
Issue a memorandum to communicate the
formation of the Core Team and the
purpose statement
1.4
Determine personnel to be appointed to the
Core Team
Communicate appointments to
the affected personnel
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The core team membership is critical to the success of the project
Core team members…• Are typically program manager level personnel within the
segment or other key segment stakeholders• Comprise a highly functional team that has the
knowledge and vision to develop an actionable segment architecture
• Should be constructive, able to think outside of a single organizational context, good communicators, visionary, and excited about change
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Activity 1.4: Create core team charter and project plan
1.3
Develop draft Core Team
charter
Create project plan for segment
architecture development
Review and approve Core Team charter,
project plan, and governance
1.5
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Activity 1.5: Establish the communications strategy
1.4
Implement project
collaboration website
2.1
Identify audience groups and design
themes and key messages
Determine communications
goals and objectives
Select tactical communications
vehicles
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Step 1 Outputs
Governance Framework
Segment Architecture Development Purpose Statement
Core Team Roster
Core Team Formation Memorandum
Core Team Charter
Project Plan
Communications Strategy
Governance Framework
Segment Architecture Development
Purpose Statement
Core Team Roster
Core Team Formation
Memorandum
Core Team Charter
Project PlanCommunications
Strategy
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Segment Architecture Development Purpose Statement – [Core]
FSAWG
Segment Architecture Development Purpose Statement
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Core Team Formation Memorandum
FSAWG
Core Team Formation Memorandum
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FSAM provides additional project management tools to support segment architecture development
Communication Strategy FSAM Segment Architecture DevelopmentProject Schedule
Core Team Roster
Core Team Charter
FSAWG
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Activities for Step 2: Develop the Segment Scope and Strategic Intent
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Key Questions Being Answered by Step 2: Develop the Segment Scope and Strategic Intent
• Based on the high-level problem statement, what are the strategic improvement opportunities and gaps?
• What are the major common / mission services associated with the strategic improvement opportunities?
• Who are the segment stakeholders and what are their needs?• What is the scope of the segment architecture?• What are the current segment investments, systems, and
resources?• What are the deficiencies within the segment or the inhibitors to
success?• What is the target state vision for the segment?• What is the performance architecture through which the transition to
the target state vision can be evaluated?
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Activity 2.1: Establish segment scope and context
1.5
2.2
Review segment architecture development
purpose statement
Identify organization components
Identify stakeholders
Establish segment summary
description
Validate / approve segment
scope and context
Refine / update
segment scope and
context
Disapproved
Approved
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Activity 2.2: Identify and prioritize strategic improvement opportunities
2.1
2.3
Review segment
scope and context
Formulate and prioritize
strategic improvement opportunities
Validate strategic
improvement opportunities
Determine stakeholders’
needs
Identify segment risks and impacts
Identify performance
gaps
Formulate and prioritize
business needs
Disapproved
Approved
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Activity 2.3: Define segment strategic intent
2.2
Describe segment target
state vision
Establish segment’s strategic
performance
Identify target maturity levels for common /
mission services
Document the strategic intent
2.4
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Activity 2.4: Validate and communicate the scope and strategic intent
Package scope and strategic
intent
Present scope and strategic
intent for approval
2.3
3.1
Approved
DisapprovedReturn to Step 2
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Step 2 Outputs
Business Drivers and Mandates
Stakeholders and Their
Relationships
Segment Scope
Performance Gaps
Strategic Improvement Opportunities
Segment Performance
Goals and Objectives
Performance Scorecard
Segment ContextRisks and Impacts
Stakeholder Needs
Common / Mission Services Target Maturity
Levels
Segment Architecture
Vision Summary
Segment Scope and Strategic
Intent Presentation
Business Drivers and Mandates
Stakeholders and their Relationships
Segment Scope
Stakeholder Needs
Risks and Impacts
Segment Context
Performance Gaps
Strategic Improvement Opportunities
Segment Performance Goals and Objectives
Common / Mission Services Target Maturity Levels
Segment Architecture Vision Summary
Performance Scorecard
Segment Scope and Strategic Intent Presentation
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Stakeholders and their Relationships – [Core]
HHS
Stakeholder Map
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UID Need Description Stakeholder Name Stakeholder Type
[Unique ID of Need]
[Description of the need] [Name of stakeholder associated with the need]
[Type of stakeholder associated with the need]
Stakeholder Needs
FSAWG
Stakeholder Needs
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Segment Name / Code
Risk ListDocument Owner:
Organization:
Phone: Email:
Purpose of Risk List:
The Risk List is used to track and manage risks to the [segment name] segment.
ID Risk Label
Risk Description
Risk Category Severity Probability Risk Priority
Submitted by
Date Identified
Risk Owner Risk Status Mitigation Plan Contingency Response Plan
Unique ID tracking number for each Risk identified
Brief label for the Risk
Provide a more detailed description of the Risk including the expected impact if the risk occurs
Enter a category description (i.e., type) of the risk. Examples include mission, people, process, business, cost, data, privacy, security, technology, etc.
What is the severity of the risk to the project scope, schedule, and resources if it occurs (H/M/L)
What is the likelihood that the risk may occur (H/M/L)
Enter the overall priority of the risk (H/M/L)
Enter the name of the person who identified the risk
Date the Risk was identified
Name of owner of the Risk. Risk owner is responsible for tracking and reporting on the status of the risk and any associated response plans
Risk Status:Inactive - Risk has not occurred Active - Risk has occurred and response plan is in effect
What is the overall plan to reduce the probability or effect of the risk.
What is the plan responding to the risk should it occur.
1
2
3
4
5
6
7
8
Risks and Impacts
DOT
Risk Capture Template
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Strategic Improvement Opportunities Analysis – [Core]
Potential Opportunities
Prioritization Criteria
Opportunity Analysis
HUD
Strategic Improvement Opportunities Analysis
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Weaknesses
Opportunities Threats
Strengths
Strengths and Weaknesses are internal value creating (or destroying) factors such as assets, skills or resources a company has at its disposal relatively to its competitors. They can be measured using internal assessments or external benchmarking.
Opportunities and Threats are external value creating (or destroying) factors a company cannot control, but emerge from either the competitive dynamics of the industry/market or from demographic, economic, political, technical, social, legal or cultural factors.
Business Driver
Business Driver
Business Driver
Business Driver
Business Driver
Business Driver
Business Driver
Business Driver
Strategic Improvement Opportunities Analysis – [Core]
HUD
SWOT Analysis
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Segment Performance Goals and Objectives – [Core]
HUD
Strategic Alignment of Opportunities
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Common / Mission Services Target Maturity Levels
DOI
Common / Mission Services Maturity Framework
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Performance Scorecard – [Core]
Segment Architecture Performance
UID Fiscal YearSegment Architecture Development
Measurement Indicator TargetActual
Results Comments FSAWG
PART Metrics
Program
Agency, Component, Bureau, Operating
Division, etcAgency
Code Year AssessedFinal
Rating
PAR Metrics
PAR MetricFiscal Year
Agency, Component,
Bureau, Operating Division, etc
Agency Code Strategic Goal Target Actual
Target Achieved
? (Y/N)
Performance Scorecard
Business / Service Performance
Measurement ID
Line of Business or Service Type
Sub-function or Service
Component
Strategic Goal(s)
Supported
Agency Business Process
Fiscal Year
Measurement Area
Measurement Category
Measurement Indicator
Metric Type
IT Investment
NameInvestment
UID
System / App /
Program Baseline TargetActual Results
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Activities for Step 3: Define Business and Information Requirements
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Key Questions Being Answered by Step 3: Define Business and Information Requirements
• How well does the current (as-is) business and information environment perform?
• How should the target business and information environment be designed?
• Have the segment’s goals and performance objectives been translated into an actionable and realistic target business and information architecture expressed within business functions, business processes, and information requirements?
• Have the business and information requirements been analyzed and documented to the lowest level of detail necessary to form actionable recommendations?
• Did the business and information analysis provide a synchronized and cohesive set of recommendations?
• Does the core team understand the adjustments that are required for the current business and information environments to fulfill the target performance architecture?
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Activity 3.1: Determine current business and information environment associated with strategic improvement opportunities
2.4
Determine the value chains
for the common / mission services
Define the business
function model and associate it to the value
chain
Analyze existing IT
investments that relate to the business
processes
Analyze processes and determine high-level
information requirements including
organizational relationships
3.2
Assess current
information sources
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Activity 3.2: Determine business and information improvement opportunities
3.1
Align strategic improvement
opportunities to the business architecture
Determine the required
adjustments to the business architecture
Align strategic improvement
opportunities to the data
architecture
Determine the required
adjustments to the data
architecture
3.3
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Activity 3.3: Define target business and data architectures
3.2
Define target business processes
and their performance including
organizational relationships
Define target data
relationships and business data stewards
Define the target
information services
Ensure target business and data architecture addresses strategic
improvement opportunities
3.4
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Activity 3.4: Validate and communicate target business and data architectures
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Step 3 Outputs
As-Is Business Value Chain
As-Is Business Function Model
Target Business Value Chain
As-Is Key Business Process Models
Target Business Function Model
Business and Information Architecture Adjustment Profiles
As-Is Key Business Process Swim Lane Diagram
Target Key Business Process Models
Target Information Flow Diagram
As-Is Key Information Sources and Qualitative Assessment
Target Business Data Mapped to Key Business Processes (CRUD)
Target Business Process Swim Lane Diagrams
Target Data Steward Assignments
Target Information Sharing Matrix
Target Conceptual Data Model
Business and Information Architecture Presentation
As-Is Business Function Model
As-Is Business Value Chain
Target Business Value Chain
Diagram
As-Is Key Business Process
Model
Target Business Function Model
Business and Information Architecture Adjustment
Profiles
As-Is Key Information
Sources and Qualitative
Assessment
As-Is Business Process Swim Lane Diagram
Target Business Process Swim Lane Diagrams
Target Data Steward
Assignments
Target Business Data Mapped to Key Business
Processes (CRUD)
Target Key Business Process
Model
Target Information Flow
Diagram
Target Information
Sharing Matrix
Target Conceptual Data
Model
Business and Information Architecture Presentation
70FSAM Version 1.0FSAM Version 1.0
As-Is / Target Business Value Chain
DOJ
Business Value Chain Analysis
71FSAM Version 1.0FSAM Version 1.0
As-Is / Target Business Function Model – [Core]
DOI
Business Function Model
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As-Is / Target Key Business Process Model
DoD
Business Activity Model
73FSAM Version 1.0FSAM Version 1.0
Wanted Person Scenario
IAF
ISIA
FIS
Los
Ang
eles
PD
Los
Ang
eles
PD
NC
ICN
CIC
San
Die
go P
DS
an D
iego
PD
Vin
cent
Mitc
hell
Vin
cent
Mitc
hell
Violates Probation (Trigger 1)
Issues warrant for Vincent Mithchell’s
arrest
Conducts search in IAFIS/III
III
Completes Wanted Person Record
NCIC
Stops subjectRuns license plate
numberArrests subject
Books and fingerprints subject
EFCON ITN AFIS
Completes Locate Wanted Person
Transaction
Notified LW record
completed
Completes transaction that
Vincent should be detained in Los
Angeles
Receives notification to detain Vincent
Extradites Vincent to San
Diego
Cancels detainee record
Notification received
Speeding (Trigger 2)
NCIC
Completes arrest process
Completes arrest process
NCIC
III
III
IAFIS QR/QH
Receives notfication
Wanted Person
Record (EW)
Acknowledgement
EW Entered
Wanted Person Indicator Marked
License PlateSearch
Positive Record Match
Receives notification that a
hit was made against Vincent’s
record
Record Hit Notification
Locate Wanted Person Record
Entered (LW)
Unsolicited Notification ($.L)
Detainer Record (DW) Appended to EW record
Unsolicited Notification ($.I)
Canceled Detainee
Record (XDW)
Notification $.A to remove Wanted Person Indicator
Unsolicited notification
($.P) sent that EW purged
As-Is / Target Business Process Swim Lane Diagram
DOJ
Business Process Swim Lane Diagram
74FSAM Version 1.0FSAM Version 1.0
Treasury
Business and Information Architecture Adjustment Profiles
Business and Information Architecture Adjustment Profiles
75FSAM Version 1.0FSAM Version 1.0
Step
No.Step Label Process Description Notes
1 Observation The process begins when a person or persons observe unusual behavior. Such activities could include, but are not limited to, surveillance, photography of facilities, site breach or physical intrusion, cyber attacks, possible testing of security or security response, indications of unusual public health sector activity, unauthorized attempts to obtain precursor chemical/agents or toxic materials, or other usual behavior or sector-specific incidents.
The observer may be a private citizen, a government official, or a law enforcement officer.
2 Initial Response and Investigation
An official of a Federal, State, or local agency with jurisdiction responds to the reported observation. This official gathers additional facts through personal observations, interviews, and other investigative activities. In the context of priority information requirements, as provided by State and major urban area fusion centers, the officer/agent may use a number of fact based systems to continue the investigation. These fact based systems provide the officer/agent with a more complete picture of the activity being investigated. Some examples of fact based systems and the information they may provide include:
Department of Motor Vehicles provides drivers license and…
The event may be documented using a variety of reporting mechanisms and processes, including but not limited to, reports of investigation, event histories, field interviews (FI), citations, incident reports, and arrest reports.
The record may be hard and/or soft copy and does not yet constitute an ISE-SAR.
Target Information Flow Diagram – [Core]
ISE
Target Information Flow Diagram
Fusion Ctr Fed Field Component HQ
Step 3
Step 4
LE1
LE2LE3
Step 1
Private Sector
Event
Event
Event
Fact Info
SAR
Step 4
Step 3
Step 1
NCTC/ITACG
Fed HQ
Fed to Fed
Fed to Fed
SAR
Step 5
Fact Info
SAR
Fact Info
Step 1
Step 1
Shared Space
Shared SpaceShared Space
SAR
SAR
SAR
Step 6
SAR
Step 6
Step 7
Step 5
AWNFed to PS
AWNFed to SLT
Step 8
Step 8
Fed to Foreign
Foreign Foreign
Fed to Foreign
Step 2
Step 2 is an internal process that prepares fact information to be used in Step 3. It is not reflected in this diagram
SAR
NCTC/ITACG
Shared Space
SARStep 7
Step 1
Step 8
AWNFed to SLT
AWNFed to SLT
ForeignForeign
ForeignForeign
Fed to ForeignFed to Foreign
SAR
SAR
Step 6
Step 6
Step 5
Step 5
Step 4
Step 3
Step 2
Step 1
Step 8
Step 1
Step 1
Step 4
Step 3
Shared Space
Shared SpaceSAR
SAR
SAR
AWNFed to PS
AWNFed to PS
Fed to Fed
Fed to Fed
Fed HQ
Fusion Center
Fact Info
Private Sector
Fact Info
Fact Info
LE1
LE2LE3
Event
Event
Event
Fed Field Component HQ
Step 2 is an internal process that prepares fact information to be used in Step 3. It is not reflected in this diagram.
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As-Is Key Information Sources and Qualitative Assessment
ADS Candidate Qualitative Analysis Matrix
DOI
77FSAM Version 1.0FSAM Version 1.0
Target Business Data Mapped to Key Business Processes
HHS
CRUD Matrix
78FSAM Version 1.0FSAM Version 1.0
Target Data Steward Assignments – [Core]
DOI
Target Data Steward Matrix
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Target Information Sharing Matrix – [Core]
*Data Sharing Service Types are either exchange services or access services as described in FEA DRM v2.0, Chapter 5. The type of data sharing service usually depends on the structured or unstructured nature of the provider’s data source to consumer’s structured or unstructured data source.*Types of Data Exchange Services Extract/Transform/Load Publication Entity/Relationship Extraction Document Translation
*Types of Data Access Services Context Awareness Structural Awareness Transactional Services Data Query Content Search & Discovery Retrieval, Subscription and NotificationNote: Access Services typically support many consumers. Generally, there is no need to identify specific consumers.
Target Information Sharing Matrix
DOI
InformationClass
InformationProvider
Information Provider Data
Source (Structured or Unstructured)
Information Consumer
Information Consumer
Data Source(Structured or Unstructured)
Information Sharing
Service Type*High-Level Requirements
[Information Class Name]
[Name of information provider]
[Type of provider’s data source.]
[Name of information consumer]
[Type of consumer’s data source.]
[Type of Data Exchange or Data Access Service]
[Identify any associated high-level requirements related to security, privacy, data standards, etc.]
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Target Conceptual Data Model – [Core]
Target Conceptual Data Model
HR-LOB
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Key Questions Answered by Step 4: Define the Conceptual Solution Architecture
• What existing systems and services are deployed within the as-is conceptual solution architecture?
• How well do the existing systems and services currently support the mission? Which systems and services should be considered for retirement and / or consolidation?
• What does the target conceptual solution architecture need to include in order to fulfill the target performance architecture?
• Are the selected target business functions, systems, and service components reusable?
• Does the conceptual solution architecture support the target performance, business, and data architectures developed in prior steps, along with recommendations for transitioning from the as-is state to the target state?
• Have the dependencies, constraints, risks, and issues associated with the transition been analyzed to identify alternatives to be considered?
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Activity 4.1: Assess systems and technology environment for alignment with performance, business, and information requirements
Collect information on
existing segment system and
service capabilities
Determine adjustments
necessary to the as-is conceptual
solution architecture
Assess business value and
performance of systems and
services
4.2
3.4
Define the as-is conceptual
solution architecture
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Activity 4.2: Define the target conceptual solution architecture
Identify service and solution
reuse opportunities
Define applicable high-level
technology, service, and information standards
Define relationships
between target systems and
services
4.3
4.1
Identify required target system and
service components
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Activity 4.3: Identify and analyze system and service transition dependencies
4.2
4.4
Identify and analyze alternatives for
transition
Develop recommendations outlining selected
alternatives
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Activity 4.4: Validate and communicate the conceptual solution architecture
Package the conceptual
solution architecture
Present the conceptual
solution architecture for
approval
4.3
5.1
Approved
DisapprovedReturn to Step 4
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Step 4 Outputs
As-Is Conceptual Solution Architecture
As-Is System and Services Scoring
Target Conceptual Solution Architecture
Target Technical Architecture
Target Service Component Architecture
Data Reuse
Reuse Summary
Integrated Service Component and Technology Model
Transition Recommendation Profile
Transition Recommendation Sequencing Diagram
Recommendation Sequencing Milestones
Conceptual Solution Architecture Presentation
As-Is System and Services Scoring
As-Is Conceptual Solution
Architecture
Target Conceptual
Solution Architecture
Data Reuse
Target Technical Architecture
Target Service Component Architecture
Integrated Service
Component and Technology
Model
Transition Recommendation
Profile
Transition Recommendation
Sequencing Diagram
Conceptual Solution
Architecture Presentation
Recommendation Sequencing Milestones
Reuse Summary
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Business Function 1
TRACK
PAYMENTS
Agency Data
SPTE
Link
Link RRF
FED II
PASA
PFO
SCART
Acct Balance
SLOAG II
CAPI
MPSTCAF II
EFAC
Agency Data
Scanned Image
ID
Agency Balances
SCFI
Acct Balance
Acct Balance
OriginationData
TransactionData
ID
Agency Data
Account Info
Agency Data
SLOAG I
Agency Data
Account Balances
RATS Account Info.
Acct Balance Delta
Org. Info.
STCAF I
TSRIF
Scanned Image
Agency Transaction Data, Account and Organization Info.,
Account Balances
OMB
FPA
Bank
Agency Data
MASAcct.Info.
Response
Acct Balance
AgencyData
Agency TransactionData
TSIS
RECAPAgency
Data
Business Function 1
Author:Project:Date:Revision:Status:Version:
X Bureau and DO ArchitectsX Segment Architecture6/13/20063/28/2007Final1.7
As-Is Conceptual Solution Architecture
Account & Org Data
Genral Ledger
Legend
Core System
Agency (Organization)
Feeder System
Enterprise Service
Core System (To-Be Retired)
Scanned Image
As-Is / Target Conceptual Solution Architecture – [Core]
Treasury
System Interface Diagram
90FSAM Version 1.0FSAM Version 1.0
As-Is System and Services Scoring
DOI
As-is systems and services description and scoring
92FSAM Version 1.0FSAM Version 1.0
Target Service Component Architecture – [Core]
HRLOB
Service Component Model (SCM)
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Data Reuse – [Core]
Data Reuse
FSAWG
Exchange Package Definition and ReuseReused Exchange
Package NameReused Exchange
Package Description
Organizational Owner
Exchange Package Data Steward (Organization)
Exchange Package Data Steward Agency Code
Owning Information System
Using Information System
Information Exchange Package Reuse InformationNote: Complete this list for each exchange package to identify associated reused data entities
Reused Exchange Package Name
Reused Data Entity Name
Reused Data Entity Description
Entity Data Steward (Organization )
Entity Data Steward Agency Code
94FSAM Version 1.0FSAM Version 1.0
Segment Reuse
Segment Name Segment Code Segment Reuse Explanation
Reused Business Capabilities List
BRM Business Area BRM Line of Business BRM Sub-Function Providing Organization Agency Code
Reused Information System List
System Name System Description System Owner Agency Code Segment
Reused System Service List
Service Name Service Description System Name System Owner Agency Code
Reuse Summary – [Core]
FSAWG
Reuse Summary
95FSAM Version 1.0FSAM Version 1.0
Integrated Service Component and Technology Model
HR-LOB
Integrated Service Component and Technology Model
Control Flow
Information Flow
96FSAM Version 1.0FSAM Version 1.0
Strategic, Business or Investment Improvement Opportunity:
Summary of Effect on Strategic, Business or Investment Improvement Opportunity:
Affected Business Function/Process, Information or Service Area(s):
Summary of Transition Recommendation:(This may include transition to a target or intermediate state. Also include a transition sequencing diagram)
Risks / Issues:Relationships and Dependencies: Estimate of Costs:
Transition Recommendation Profile
Treasury
Transition Recommendation Profile
97FSAM Version 1.0FSAM Version 1.0
TARGET: System Name
RETIRE: System Name
RETIRE: System Name
RETIRE: System Name
RETIRE: System Name
TARGET INTERFACE: Information Exchange
CONSOLIDATE: System Name
LEGEND
Red Boxes = Systems that are to be Retired
Green Boxes = Systems will exist in the target environment
Investment retirement of interface point
RETIRE: System Functionality
Transition Recommendation Sequencing Diagram
DOI
Transition Recommendation Sequencing Diagram
98FSAM Version 1.0FSAM Version 1.0
Recommendation Sequencing Milestones
FSAWG
Recommendation Sequencing MilestonesSegment Code Segment Name
Segment Description Organizational Owner
Agency Code Segment Type
Priority Segment? (Y/N) Segment Development Phase
Segment Transition Plan
Milestone ID
IT Investment, System or Program
Milestone DescriptionTarget
Completion Date
Actual Completion
Date
Dependency ID
Dependencies / Constraints
101FSAM Version 1.0FSAM Version 1.0
Key Questions Being Answered by Step 5: Author the Modernization Blueprint
• Have the findings from the previous steps been identified and categorized?
• Have the transition options been analyzed for costs, benefits, and risks in order to develop recommendations for implementation?
• Are the recommendations described in a detailed, actionable segment architecture blueprint supported by a holistic analysis of segment business, data, technology, and service components?
• Has the blueprint and sequencing plan been reviewed and approved by the executive sponsor, business owner(s), and core team?
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Activity 5.1: Perform cost / value / risk analysis to develop implementation recommendations
4.4
Identify findings
Develop transition options
Perform cost / value / risk analysis to compare transition options
Develop prioritized implementation
recommendations
5.2
Develop lessons learned
103FSAM Version 1.0FSAM Version 1.0
Activity 5.2: Develop draft blueprint and sequencing plan
5.1
Develop the draft work breakdown structure
Develop the draft
sequencing plan
Develop the draft
segment blueprint
5.3
104FSAM Version 1.0FSAM Version 1.0
Activity 5.3: Review and finalize the blueprint and sequencing plan
5.2
Distribute the draft segment blueprint for
review
Develop the final segment
blueprint
5.4
Collect comments
105FSAM Version 1.0FSAM Version 1.0
Activity 5.4: Brief core team and obtain approval
5.3
Distribute final review
materials
Conduct review and
obtain approval
End
106FSAM Version 1.0FSAM Version 1.0
Step 5 Outputs
Analysis of Cost, Value and Risk for Transition Options
Proposed Implementation Recommendations
Strategic Systems Migration / Sequencing Overview
Transition Plan Milestones
Recommendation Implementation Sequencing Plan
Segment Mappings
Segment Architecture Blueprint Document (incl. Sequencing Plan)
Document Review Log
Feedback Tracking Document and Feedback Action Report
Blueprint Executive Summary Presentation
Approved Segment Architecture Blueprint Document (incl. Sequencing Plan)
Record of Decision (ROD)
Analysis of Cost, Value and Risk for Transition
Options
Strategic Systems Migration /
Sequencing Overview
Proposed Implementation
Recommendations
Segment Architecture
Blueprint Document (incl.
Sequencing Plan)
Document Review Log
Feedback Tracking
Document and Feedback Action
Report
Blueprint Executive Summary
Presentation
Approved Segment Architecture
Blueprint Document (incl.
Sequencing Plan)
Record of Decision (ROD)
Recommendation Implementation
Sequencing Plan
Transition Plan Milestones
Segment Mappings
107FSAM Version 1.0FSAM Version 1.0
Analysis of Cost, Value and Risk for Transition Options
GSA
Value Measuring Methodology Cost to Value Matrix
108FSAM Version 1.0FSAM Version 1.0
Proposed Implementation Recommendations
FSAWG
Recommendation Implementation Overview
109FSAM Version 1.0FSAM Version 1.0
Strategic Systems Migration / Sequencing Overview – [Core]
DOI
Recommendation Sequencing Diagram
110FSAM Version 1.0FSAM Version 1.0
Transition Plan Milestones – [Core]
FSAWG
Segment Transition Plan MilestonesSegment Code Segment Name
Segment Description Organizational Owner
Agency Code Segment Type
Priority Segment? (Y/N) Segment Development Phase
Segment Transition Plan
Milestone ID
IT Investment, System or Program
Milestone DescriptionTarget
Completion Date
Actual Completion
Date
Dependency ID
Dependencies / Constraints
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Recommendation Implementation Sequencing Plan
FSAWG
Implementation Sequencing Plan
112FSAM Version 1.0FSAM Version 1.0
FTF Initiative UseSupported
or Used by
Segment? (Y/N)
FTF Initiative Name Explanation for NOT Using the FTF Inititaive (if
applicable)
Recreation One-Stop GovBenefits.gov E-Loans USA Services IRS Free File Disaster Assistance Improvement Plan E-Rulemaking Expanding Electronic Tax Products for
Businesses
Federal Asset Sales International Trade Process Streamlining Business Gateway Case Management LoB Consolidated Health Informatics/ Federal
Health Architecture
Geospatial One-Stop Disaster Management SAFECOM E-Vital Grants.Gov Grants Management LoB Geospatial LoB E-Training Recruitment One-Stop Enterprise HR Integration E-Clearance E-Payroll E-Travel Integrated Acquisition Environment E-Records Management
Segment Mappings – [Core]
FSAWG
Segment Mapping
BRM MappingCurrent /
TargetBRM Business Area BRM Line of Business BRM Sub-Function
SRM Mapping
Current / Target
SRM Service Domain SRM Service Type SRM Component
TRM Mapping
Current / Target
TRM Service Area TRM Service Category TRM Service Standard
IT Investment Mapping
IT Investment Name IT Investment UID(from Exhibit 53 if
applicable)
IT Investment Description
PARTed ProgramPARTed Program
ID
PARTed Program Name Associated IT Investment
Associated Investment UID
(from Investment Mapping)
113FSAM Version 1.0FSAM Version 1.0
Segment Architecture Blueprint Document (incl. Sequencing Plan) – [Core]
FSAWG
Modernization Blueprint
114FSAM Version 1.0FSAM Version 1.0
Feedback Tracking and Action Report
Feedback ID
Date Document / Version
Reviewer Comment or
Change Request
Section and Page No.
Paragraph, Figure, Table
or Other Reference
Rationale Reviewer Name
Title / Organization
Email and/or
Phone No:
Feedback Owner
Action Date Completed
Updated Document
and Version
FSAWG
FSAM provides additional tools to support the document review and comment process
Document Review Form
Feedback Tracking and Action Report
115FSAM Version 1.0FSAM Version 1.0
Blueprint Executive Summary Presentation
• At the end of Step 5, a presentation is prepared as part of the review with the core team and key stakeholders
• The Modernization Blueprint is reviewed and approved• A record of decision (ROD) documents the core team approval• The Modernization Blueprint is ready to move forward into other
governance processes for capital planning and investment review
117FSAM Version 1.0FSAM Version 1.0
Purpose of the Template
• Four main goals for this effort:o Ensure agency segment architectures are generating resultso Identify opportunities for reuse and cross-agency collaborationo Provide a format for architects to engage with business ownerso Provide updated, standardized segment information to OMB
• The Segment Template has been created to report information generated from the FSAM to meet OMB’s EA Assessment Framework 3.0 Criteria
Segment Template
EAAF 3.0EAAF 3.0
FSAM OMB EA Submission
Strategic Performance
Segment Performance
Program Performance
Investment PerformancePer
form
ance
La
yer
Exhibit 300
PARPART
EA DefinedMetrics
118FSAM Version 1.0FSAM Version 1.0
Segment Report Sections/Forms
Form Description
Identification Provides descriptive information about the Segment and its current state.
Mappings Contains mappings of the Segment to the FEA and to Investments, Programs, and Cross-Agency Initiatives
Performance Creates a comprehensive line of sight for Segment performance as well as financial and non-financial success stories attributed in whole or in part to the Segment Architecture
Transition Planning
Provides Segment Progress Milestones that track the development of a Segment within an Agency. These milestones may different from those found in the Exhibit 300s as they focus on the activities that will take the Segment from Notional to Complete.
Collaboration & Reuse
Provides information on Business, Data, and Information System/Service Reuse by the Segment and Partners or other Stakeholders related to the Segment
119FSAM Version 1.0FSAM Version 1.0
Four Stages of Segment Completion
Notional –• Segment is defined and reported to OMB• Exhibit 53 Investments are aligned to the Segment
Planned –• FEA, FTF, PARTed Programs, and E-Gov Mappings are included• Some Performance Metrics and Transition Milestones• Some Performance Metrics for PAR and PARTed Programs
In-Progress – • Performance Milestones included from the ETP• Performance Metrics provided for all four performance forms• Initial set of reusable Data Entities and Exchanges Identified• Initial set of reusable Business Capabilities Identified• Initial set of reusable Information Systems Identified
Completed – • Completed Segment has been signed off on by the mission/business owner• Current scope of completed segment may be less than the target scope• Template currently includes FEA mappings for the Target state• Additional documentation may be required when submitting to OMB
120FSAM Version 1.0FSAM Version 1.0
Identification & Segment Mapping Forms
Applicable, but it is not being used because…..NoE-Loans
Not ApplicableNoGovBenefits.gov
------YesRecreation One-Stop
Explanation for NOT Using the FTF Initiative (if applicable)
FTF Supported or Used by Segment? (Y/N)
FTF Initiative Name
FTF Initiative Use
IT Investment UIDAssociated IT InvestmentPARTed Program IDPARTed Program Name
PARTed Program Mapping
DescriptionIT Investment UIDIT Investment Name
IT Investment Mapping
SEGMENT MAPPING FORM
Priority Segment
Segment Development Phase (taxonomy)
Segment Architecture Type
Agency Code
Organizational Owner
Description
Name
Segment Code
SEGMENT IDENTIFICATION
Applicable, but it is not being used because…..NoE-Loans
Not ApplicableNoGovBenefits.gov
------YesRecreation One-Stop
Explanation for NOT Using the FTF Initiative (if applicable)
FTF Supported or Used by Segment? (Y/N)
FTF Initiative Name
FTF Initiative Use
IT Investment UIDAssociated IT InvestmentPARTed Program IDPARTed Program Name
PARTed Program Mapping
DescriptionIT Investment UIDIT Investment Name
IT Investment Mapping
SEGMENT MAPPING FORM
Priority Segment
Segment Development Phase (taxonomy)
Segment Architecture Type
Agency Code
Organizational Owner
Description
Name
Segment Code
SEGMENT IDENTIFICATION
Basic Segment Identification Information
Basic Segment Identification Information
Segment Alignment / Mapping also includes FEA Reference Models
Segment Alignment / Mapping also includes FEA Reference Models
121FSAM Version 1.0FSAM Version 1.0
Performance Form
Input, Output, Outcome
ActualTargetAgency Business Process
Sub-Function or Service Component
Line of Business or Service Type
Strategic Goal
System/ App/ Program
IT Investment Name
Measurement Indicator
Metric TypeMetric ID
Fiscal Year
Business Performance
Final RatingYear Assessed
Agency CodeComponent, Bureau, Operating Division, etc
Program
Program Performance
CommentsActualTargetMetricFiscal Year
Segment Performance
Achieved?ActualTargetStrategic Goal
Agency Code
Component, Bureau, Operating Division, etc
PAR MetricFiscal Year
Strategic Performance
SEGMENT PERFORMANCE
Input, Output, Outcome
ActualTargetAgency Business Process
Sub-Function or Service Component
Line of Business or Service Type
Strategic Goal
System/ App/ Program
IT Investment Name
Measurement Indicator
Metric TypeMetric ID
Fiscal Year
Business Performance
Final RatingYear Assessed
Agency CodeComponent, Bureau, Operating Division, etc
Program
Program Performance
CommentsActualTargetMetricFiscal Year
Segment Performance
Achieved?ActualTargetStrategic Goal
Agency Code
Component, Bureau, Operating Division, etc
PAR MetricFiscal Year
Strategic Performance
SEGMENT PERFORMANCE
Input, Output, Outcome
ActualTargetAgency Business Process
Sub-Function or Service Component
Line of Business or Service Type
Strategic Goal
System/ App/ Program
IT Investment Name
Measurement Indicator
Metric TypeMetric ID
Fiscal Year
Business Performance
Final RatingYear Assessed
Agency CodeComponent, Bureau, Operating Division, etc
Program
Program Performance
CommentsActualTargetMetricFiscal Year
Segment Performance
Achieved?ActualTargetStrategic Goal
Agency Code
Component, Bureau, Operating Division, etc
PAR MetricFiscal Year
Strategic Performance
SEGMENT PERFORMANCE
Input, Output, Outcome
ActualTargetAgency Business Process
Sub-Function or Service Component
Line of Business or Service Type
Strategic Goal
System/ App/ Program
IT Investment Name
Measurement Indicator
Metric TypeMetric ID
Fiscal Year
Business Performance
Final RatingYear Assessed
Agency CodeComponent, Bureau, Operating Division, etc
Program
Program Performance
CommentsActualTargetMetricFiscal Year
Segment Performance
Achieved?ActualTargetStrategic Goal
Agency Code
Component, Bureau, Operating Division, etc
PAR MetricFiscal Year
Strategic Performance
SEGMENT PERFORMANCE
* FSAM Performance Scorecard requires identical information
122FSAM Version 1.0FSAM Version 1.0
Performance Form
• The Performance Form is intended to capture Segment Performance at multiple levels; o Strategic Layer – High level metrics showing support of Agency Strategic Goalso Segment Layer – Segment specific metrics such as Cost Savings and Avoidanceo Program Layer – Program and PART specific metricso Business Layer – IT Investment and Activity metrics based on the PRM Line of Sight
• Segment Performance should leverage current performance architecture activities as indicated in the diagram below
Strategic Performance
Segment Performance
Program Performance
Business PerformancePer
form
anc
e L
ayer
Exhibit 300
PARPART
EA DefinedMetrics
ITILoB
123FSAM Version 1.0FSAM Version 1.0
Transition Planning Form
Segment Transition PlanMilestone ID
IT Investment/ System/ Program/ etc…
SegmentMilestone
Target Completion Date
Actual Completion Date
Dependant on Milestone X
Dependencies/ Constraints
• Transition Planning is focused on showing the activities and milestones that help mature a Segment towards Completion
• Sample Segment Development Milestones may includeo Segment Architecture Document Developmento Business Process Reengineeringo Target Architecture Developmento System Retirement/Implementationo Business Owner Sign-Off
124FSAM Version 1.0FSAM Version 1.0
Bu
sin
ess
Reu
seD
ata
Reu
se
Agency CodeProviding OrganizationBRM Sub-functionBRM Line of Business
Reused Business Capability List
BRM Business Area
Agency CodeSystem Owner System Description
Reused Information System List
System Name
Agency CodeProvider OrganizationSystem NameSystem Service DescriptionSystem Service Name
Reused (Consumed) System Service List (context: SOA)
Agency CodeData Steward (Org)DescriptionData Entity NameData Package Name
Reused Data Entity List
Using Information System
Owning Information System
Agency CodeData Steward
Organizational Owner
Data Exchange Description
Data Exchange Package Name
Reused Data Exchange Package List
Agency CodeStakeholder
Stakeholder
Segment Reuse ExplanationSegment CodeSegment Name
Reused Segment List
Segment Reuse
Agency CodeProviding OrganizationBRM Sub-functionBRM Line of Business
Reused Business Capability List
BRM Business Area
Agency CodeSystem Owner System Description
Reused Information System List
System Name
Agency CodeProvider OrganizationSystem NameSystem Service DescriptionSystem Service Name
Reused (Consumed) System Service List (context: SOA)
Agency CodeData Steward (Org)DescriptionData Entity NameData Package Name
Reused Data Entity List
Using Information System
Owning Information System
Agency CodeData Steward
Organizational Owner
Data Exchange Description
Data Exchange Package Name
Reused Data Exchange Package List
Agency CodeStakeholder
Stakeholder
Segment Reuse ExplanationSegment CodeSegment Name
Reused Segment List
Segment Reuse
Sys
/Ser
vice
• Reuse of other Segments
• Major stakeholders
• Business Capability/ Activity Reuse
• Reuse of other Segments
• Major stakeholders
• Business Capability/ Activity Reuse
• Data Exchanges
• Data Entity Reuse
• Data Exchanges
• Data Entity Reuse
• Secondary IT Investment Mappings
• System Service (SOA) Reuse
• Secondary IT Investment Mappings
• System Service (SOA) Reuse
Collaboration and Reuse Form
125FSAM Version 1.0FSAM Version 1.0 125
FSAM includes artifacts designed to align with the Segment Architecture Template
Segment Architecture Template Corresponding FSAM Artifact
Segment Identification Segment identification information is created in the EA-level processes that define and prioritize segments.
Segment Mapping Form Segment Mappings
Segment Performance Form Performance Scorecard
Enterprise Transition Plan Form Transition Plan Milestones
Segment Reuse Form Segment / Business / System / Service Reuse
Data Reuse
Stakeholders and their relationships