Federal Segment Architecture Methodology FSAM Practitioners Training

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Federal Segment Architecture Methodology (FSAM)
Practitioners Training

• Version 1.0

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What is FSAM?
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What is a Segment?

• 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.

Source FEA Practice Guidance
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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.
• A scalable and repeatable process for architects
  to engage business stakeholders and deliver value
  to business areas
• 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

• 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

• 13 Federal organizations, including 2
  cross-agency initiatives participated
• 13 people on core team
• 34 people on sub-team
• 10 best practice presentations delivered
• 18 assessed best practices considered
• 78 analytical techniques cataloged
• Including 232 templates / examples

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FSAWG leveraged a Catalog and Analysis of
Documents to identify analysis techniques used in
agency best practices
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
The top level steps of FSAM start with the FEA
Practice Guidance published by OMB as a launch
point for use/refinement
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
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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
Execution
Architecture
Strategic Planning
Architecture
Architecture
CPIC
Architecture
Budget
CPIC
CPIC
Execution
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FSAM Overview
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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.
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In addition, FSAM has identified touch points
with other Federal guidance
NIST 800-39
FSAM
FTF
PGFSOA
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PGFSOA Integration
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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).
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.
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NIST 800-39 Integration
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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.
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 organizations mission
and business processes informed by the
organizations 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
organizations enterprise architecture.
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FTF Integration
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Task 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.
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 agency EA
Transition Strategy, and agency alignment with
these initiatives is assessed as part of the
annual EA assessment process.
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The EA Segment Report (EASR) Meta-model has been
integrated with the FSAM
PI Tiger Team Reporting Template
Strategic Alignment Analysis Template
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The FSAWG used a three-level decomposition for
the new methodology
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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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FSAM outputs are designed to progressively
elaborate the information required to define a
segment architecture.
Core FSAM outputs provide the information
necessary for EAAF reporting requirements
Non-core FSAM outputs provide additional
information that can be used to inform decision
making related to the segment mission, business,
and information needs.
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Walkthrough of FSAM Steps 1-5
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Step 1

• Determine Participants and Launch the Project

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Activities for Step 1 Determine Participants and
Launch Project
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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 1.1 Determine the executive sponsor
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Activity 1.2 Develop the purpose statement for
the segment
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Activity 1.3 Solicit core team members
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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
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Activity 1.5 Establish the communications
strategy
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Step 1 Outputs
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Governance Framework
Governance Framework
DOJ
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Segment Architecture Development Purpose
Statement Core
Segment Architecture Development Purpose Statement
FSAWG
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Core Team Formation Memorandum
Core Team Formation Memorandum
FSAWG
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FSAM provides additional project management tools
to support segment architecture development
Communication Strategy
FSAM Segment Architecture Development Project
Schedule
Core Team Charter
Core Team Roster
FSAWG
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Step 2

• Define the Segment Scope and Strategic Intent

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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
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Activity 2.2 Identify and prioritize strategic
improvement opportunities
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Activity 2.3 Define segment strategic intent
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Activity 2.4 Validate and communicate the scope
and strategic intent
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Step 2 Outputs
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Business Drivers and Mandates Core
Driver and Policy Map
HHS
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Stakeholders and their Relationships Core
Stakeholder Map
HHS
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Segment Scope Core
Segment Summary
To define segment scope, only these sections of
the Segment Summary need be populated at this
point
HHS
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Stakeholder Needs
Stakeholder Needs
FSAWG
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Risks and Impacts
Risk Capture Template
DOT
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Segment Context
Current Operating Environment Diagram
EPA
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Performance Gaps Core
Performance Gap Analysis
HUD
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Strategic Improvement Opportunities Analysis
Core
Strategic Improvement Opportunities Analysis
Potential Opportunities
Opportunity Analysis
Prioritization Criteria
HUD
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Strategic Improvement Opportunities Analysis
Core
SWOT Analysis
HUD
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Segment Performance Goals and Objectives Core
Strategic Alignment of Opportunities
HUD
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Common / Mission Services Target Maturity Levels
Common / Mission Services Maturity Framework
DOI
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Segment Architecture Vision Summary
Segment Summary
HHS
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Performance Scorecard Core
Performance Scorecard
FSAWG
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Step 3

• Define Business and Information Requirements

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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 segments 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
Note that FSAM uses the term common / mission
services to refer to common (i.e., shared
services from other business and enterprise
service segments) and mission-specific services
provided by the segment.
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Activity 3.2 Determine business and information
improvement opportunities
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Activity 3.3 Define target business and data
architectures
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Activity 3.4 Validate and communicate target
business and data architectures
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Step 3 Outputs
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As-Is / Target Business Value Chain
Business Value Chain Analysis
DOJ
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As-Is / Target Business Function Model Core
Business Function Model
DOI
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As-Is / Target Key Business Process Model
Business Activity Model
DoD
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As-Is / Target Business Process Swim Lane Diagram
Business Process Swim Lane Diagram
DOJ
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Business and Information Architecture Adjustment
Profiles
Business and Information Architecture Adjustment
Profiles
Treasury
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Target Information Flow Diagram Core



Target Information Flow Diagram
ISE
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As-Is Key Information Sources and Qualitative
Assessment
ADS Candidate Qualitative Analysis Matrix
DOI
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Target Business Data Mapped to Key Business
Processes
CRUD Matrix
HHS
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Target Data Steward Assignments Core
Target Data Steward Matrix
DOI
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Target Information Sharing Matrix Core
Target Information Sharing Matrix
DOI
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Target Conceptual Data Model Core
Target Conceptual Data Model
HR-LOB
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Step 4

• Define the Conceptual Solution Architecture

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Activities for Step 4 Define Conceptual Solution
Architecture
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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
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Activity 4.2 Define the target conceptual
solution architecture
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Activity 4.3 Identify and analyze system and
service transition dependencies
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Activity 4.4 Validate and communicate the
conceptual solution architecture
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Step 4 Outputs
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As-Is / Target Conceptual Solution Architecture
Core
System Interface Diagram
Treasury
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As-Is System and Services Scoring
As-is systems and services description and scoring
DOI
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Target Technical Architecture Core
Technology Model
HRLOB
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Target Service Component Architecture Core
Service Component Model (SCM)
HRLOB
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Data Reuse Core
Data Reuse
FSAWG
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Reuse Summary Core
Reuse Summary
FSAWG
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Integrated Service Component and Technology Model
Integrated Service Component and Technology Model
Information Flow
Control Flow
HR-LOB
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Transition Recommendation Profile
Transition Recommendation Profile
Treasury
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Transition Recommendation Sequencing Diagram
Transition Recommendation Sequencing Diagram
DOI
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Recommendation Sequencing Milestones
Recommendation Sequencing Milestones
FSAWG
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Step 5

• Author the Modernization Blueprint

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Activities for Step 5 Author the Modernization
Blueprint
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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
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Activity 5.2 Develop draft blueprint and
sequencing plan
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Activity 5.3 Review and finalize the blueprint
and sequencing plan
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Activity 5.4 Brief core team and obtain approval
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Step 5 Outputs
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Analysis of Cost, Value and Risk for Transition
Options
Value Measuring Methodology Cost to Value Matrix
GSA
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Proposed Implementation Recommendations
Recommendation Implementation Overview
FSAWG
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Strategic Systems Migration / Sequencing Overview
Core
Recommendation Sequencing Diagram
DOI
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Transition Plan Milestones Core
Segment Transition Plan Milestones
FSAWG
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Recommendation Implementation Sequencing Plan
Implementation Sequencing Plan
FSAWG
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Segment Mappings Core
Segment Mapping
FSAWG
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Segment Architecture Blueprint Document (incl.
Sequencing Plan) Core
Modernization Blueprint
FSAWG
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FSAM provides additional tools to support the
document review and comment process
Document Review Form
Feedback Tracking and Action Report
FSAWG
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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

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Enterprise ArchitectureSegment Reporting (EASR)
Integration with FSAM
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Purpose of the Template

• The Segment Template has been created to report
  information generated from the FSAM to meet OMBs
  EA Assessment Framework 3.0 Criteria

EAAF 3.0
Segment Template
FSAM
OMB EA Submission

• Four main goals for this effort
• Ensure agency segment architectures are
  generating results
• Identify opportunities for reuse and cross-agency
  collaboration
• Provide a format for architects to engage with
  business owners
• Provide updated, standardized segment information
  to OMB

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Segment Report Sections/Forms
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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

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Identification Segment Mapping Forms
Basic Segment Identification Information
Segment Alignment / Mapping also includes FEA
Reference Models
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Performance Form
FSAM Performance Scorecard requires identical
information
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Performance Form

• The Performance Form is intended to capture
  Segment Performance at multiple levels
• Strategic Layer High level metrics showing
  support of Agency Strategic Goals
• Segment Layer Segment specific metrics such as
  Cost Savings and Avoidance
• Program Layer Program and PART specific metrics
• 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

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Transition Planning Form

• Transition Planning is focused on showing the
  activities and milestones that help mature a
  Segment towards Completion
• Sample Segment Development Milestones may include
• Segment Architecture Document Development
• Business Process Reengineering
• Target Architecture Development
• System Retirement/Implementation
• Business Owner Sign-Off

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Collaboration and Reuse Form

• Reuse of other Segments
• Major stakeholders
• Business Capability/ Activity Reuse

Business Reuse
Data Reuse

• Data Exchanges
• Data Entity Reuse

• Secondary IT Investment Mappings
• System Service (SOA) Reuse

Sys/Service
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FSAM includes artifacts designed to align with
the Segment Architecture Template
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Thank You!