Title: Information Architecture: Planning for Success A Presentation to the Data Management Association National Capitol Region January 8, 2002
1Information Architecture Planning for SuccessA
Presentation to the Data Management Association
National Capitol RegionJanuary 8, 2002
- Ted Griffin
- Office of Science, Department of Energy
- Jason Kruse and Todd Forsythe,
- Stanley Associates, Inc.
2Background
- Spoke to Data Management Association National
Capital Region in May - Successes in Data Architecture
- Invited to Return
- Planning for a Successful Information Architecture
3Agenda
- Ted Griffin, Federal Lead Lessons We Learned
the Hard Way - QA with Ted Griffin and Contractor Leads
Jason Kruse and Todd Forsythe
4Information Architecture
- Where we are
- How we got there
- What we learned along the way
5Our Goals
- Help customers perform their jobs better
- Focus on service
- Supports customer business activities
- Supports customer priorities
- Involves the customer
- Comply with Clinger-Cohen
6How We Accomplish Our Goals
- Planning Implement an Information Architecture
- Principles
- Information Resources Catalog
- Business Model
- Data Architecture
- Applications Architecture
- Technology Architecture
- Strategic Plan
- Operating Plan
7Eight Components of Information Architecture
Business Model
Strategic Plan
Principles
Data Architecture
Application Architecture
Technology Architecture
Operating Plan
InformationResourcesCatalog
8How We Accomplish Our Goals
- Execution
- Service level descriptions
- Best practice process for new service
development/engineering - Performance measures
9Where We Are
- Process
- Information Management (IM) Strategic Plan
- Covers fiscal year 20022006
- Focuses on current and new IM services and
supporting technologies - All services support business activities
- Budget based on IM Strategic Plan
10Where We Are
- Process (continued)
- IM Operating Plan
- Covers fiscal year 2002
- Based on IM Strategic Plan and budget
- Focuses on current and new IM services and
supporting technologies - Also provides service level descriptions and
performance measures - All IM implemented supports business activities
- Only process used
11Where We Are
- Customer Involvement
- Top management support
- Executive Steering Committee (ESC)
- IM Board
- Recommends IM Strategic Plan to ESC
- Recommends annual IM Operating Plan to ESC
- Recommends and defends annual IM budget to ESC
- Approves changes to the IM Operating Plan
12Where We Are
- Customer Involvement (continued)
- Customer Information Advisory Group (CIAG)
- Partners with IM team to develop draft IM
Strategic Plan - Partners with IM team to develop draft IM
Operating Plan - Main driver of IM to be provided
- Works with IM team to fine-tune day-to-day IM
operations
13Where We Are
- Customer Involvement (continued)
- Reference groups
- Work with IM teams during system development
- Decisions based on customer-developed principles
- Customer driven
14Where We Are
- Communications
- Customers know what services are currently
available - Customers know what services are planned for
delivery - Customers know the process used to identify what
services will be provided - Customers are given standard briefings on new
service efforts - All communications are provided from one source
15Where We Are
- IM Organization
- Organized based on Information Architecture
process - Strategic Planning and Architecture
- System Development
- System Engineering
- Application Integration and Management
- Production
- Program Management
- Current services and new services managed by
above five IM organization functional areas
16Where We Are
- Execution
- Service level description
- Best practice process for new service
development/engineering - Performance measures
- Change management
- Budget execution
- One standard image
- One data store
- Interoperability, no costly interfaces
- Consistent, responsive service
- Provision more cost effective
17How We Got There
- Fiscal Year 1997
- Information Architecture developed and
implemented - IM Strategic Plan covered FY 19982002
- IM Board and Reference groups established
- Fiscal Year 1998
- IM Strategic Plan not updated
- Fiscal Year 1999
- IM Strategic Plan updated and enhanced covering
FY 20002004 - Initiated customer communications
18How We Got There
- Fiscal Year 2000
- IM Strategic Plan updated and enhanced covering
FY 20012005 - Customer Information Advisory Group created
- Service level descriptions developed
- Developed standard development/engineering
process - Developed performance measures
- Formalized budget execution process
19How We Got There
- Fiscal Year 2001
- IM Strategic Plan updated and enhanced covering
FY 20022006 - Reference group make-up changed
- Initiated integrated scheduling
- Application Integration Management rework
implemented - Change management implemented
- Developed and implemented enhanced budget
execution process
20How We Got There
- Fiscal Year 2002
- IM Strategic Plan updated and enhanced covering
FY 20032007 - Roles and responsibilities being reviewed
- Standard customer briefings implemented
- Developed and implemented enhanced budget
execution process - Current services and new service
development/engineering managed by all five
organization functional areas to ensure
integration
21What We Learned Along the Way
- Operating Plan
- Process
- Base on all service to be provided (what and how)
- Develop using the approved IM Strategic Plan and
budget - Use to promote trust
- Customer involvement
- Partner with working-level customers to develop
and execute (fine tune and develop) - Work on customer roles, responsibilities, and
accountability - Obtain buy-in from IM Board outside of meetings
22What We Learned Along the Way
- Operating Plan (continued)
- Communications
- Become consultants for customers (i.e.,
integration, consequences, etc.) - Continue to work on what the customer really
wants - Communication services to be provided
- Communication progress, integration, and
performance measures and use standard briefings - IM Organization
- Involve all IM organization functional areas when
executing
23What We Learned Along the Way
- Operating Plan (continued)
- Execution
- Include a budget plan by service
- Include a service schedule that the customer
understands - Include service level descriptions
- Include performance measures
24What We Learned Along the Way
- Strategic Plan
- Process
- Base on all services to be provided (and
supporting technologies needed) - Base on customer-identified priorities (what the
customer will get and when, how long it will
take) - Develop to justify IM budget needed
- Use to promote trust
25What We Learned Along the Way
- Strategic Plan (continued)
- Customer Involvement
- Partner with working-level customers to develop
- Work on customer roles, responsibilities, and
accountability - Obtain buy-in from the IM Board outside of
meetings - Communications
- Become consultants for customers, i.e.,
priorities, technologies, dependencies, costs - Continue to work on what the customer really
wants - Communications services to be provided
26What We Learned Along the Way
- Strategic Plan (continued)
- Execution
- Include legacy systems retirements and upgrades
- Include descriptions of new services that provide
sufficient level of information (i.e.,
capabilities) to cause buy-in by customers and IM
folks - Identify prerequisites/dependencies of new
services - Lay out services based on a realistic annual
budget - Ties all services to business activities
- Allow sufficient time
- Reference Principles when issues come up
27What We Learned Along the Way
- Technology Architecture
- Process
- Use to identify technologies to support new
services - Use to promote interoperability
- Communications
- Become consultants for customers (i.e.,
viability, relationship to new services, costs) - Provide an understandable view
- If the customer understands the functionality of
the current and new services to be provided, they
are less interested in the infrastructure needed - Execution
- Break up into meaningful components
28What We Learned Along the Way
- Applications Architecture
- Customer Involvement
- Partner with working-level customers to develop
- Communications
- Become consultants for customers (i.e,
dependencies, costs) - Execution
- Include descriptions of new services that provide
sufficient level of information (i.e.,
capabilities) to cause buy-in by customers and IM
folks - Tie all services to business activities
- Reference Principles when issues come up
29What We Learned Along the Way
- Data Architecture
- Communications
- Remove technical terms
- Execution
- Conduct enough customer interviews to identify
and define data needed to support business
activities - Keep data migration in mind
30What We Learned Along the Way
- Business Model
- Customer involvement
- Obtain customer buy-in
- Execution
- Conduction enough customer interviews to identify
all business activities - Identify business owners
- Develop as if the top executive will use to
describe the business of the organization
31What We Learned Along the Way
- Information Resources Catalog
- Execution
- Capture all customer systems (including shadow
systems) and the corporate applications they
interface with - Obtain enough detail to know the business
activities they support
32What We Learned Along the Way
- Principles
- Customer involvement
- Obtain customer buy-in
- Use to facilitate decisions by customers
- Communications
- Become consultants (i.e., consequences, costs)
- Execution
- When dealing with resistance after buy-in, let
the IM Board decide - At first, be good, not perfect
33What We (the IM Folk) Learned Culture Change
- Process
- Must want to focus on service and help customers
to their jobs better - Must want to learn about the business of our
customers - Must want to justify the services provided based
on how the service supports our customers
business responsibilities - Must want to justify our budget based on customer
requirements - Must want to open our budget up to our customers
34What We (the IM Folk) Learned Culture Change
- Customer Involvement
- Must want to work jointly with our customers to
determine the services we will provide - Must want to discuss all aspects of our IM
business with our customers - Communications
- Must want to publicly identify the services we
provide - Execution
- Must realize that it is both a technology issue
and a people issue
35Questions and Answers
36Enterprise Information Architecture Process
Information Knowledge
37Contacts
- Mr. Ted Griffin, SC-65 Strategic Planning and
Architecture Federal Lead, Department of Energy - (301) 903-4602
- Ted.Griffin_at_science.doe.gov
- Jason Kruse, Stanley Associates Architecture Team
Director - (301) 903-6592
- Jason.Kruse_at_science.doe.gov
- Todd Forsythe, Strategic Planning Architecture,
Stanley Associates - (301) 903-6409
- Todd.Forsythe_at_science.doe.gov