Enterprise Architecture Assessment Framework v3.0

Keyword
区分
ガイド(Guide)
発行日付
2008/12
発行者
OMB - Office of E-Gov & IT - FEAPMO
原資料
PDF リンク切れ
複写資料
OMB_EA_Assessment_Framework_v3-0_Dec_2008.pdf

概要

The Federal Government is increasingly focused on delivering results to the citizen. In the course of managing the President’s budget, with approximately $70 billion in annual spending1, there is an inherent responsibility to manage information technology investments wisely. This investment, and in particular the $21.7 billion in Development, Modernization, and Enhancement (DME) funding, represents a key resource for improving agency performance through closing performance gaps and implementing the President’s priorities.

The Office of Management and Budget (OMB) Enterprise Architecture Assessment Framework (EAAF) Version 3.0 measures planned and delivered improvements to agency performance in four ways:

  • Closing agency performance gaps identified via agency performance improvement and strategic planning activities.
  • Saving money and avoiding cost through:
    • Collaboration and reuse;
    • Process reengineering and productivity enhancements; and
    • Elimination of redundancy.
  • Strengthening the quality of investments within agency portfolios as reflected in critical attributes including (but not limited to): security, inter-operability, reliability, availability, end-user performance, flexibility, serviceability, and reduced time and cost to deliver new services and solutions.
  • Improving the quality, validity, and timeliness of data and information regarding program performance output and outcome; program and project planning and management; and cost accounting.

Under previous versions of the EAAF, agencies have achieved, to varying degrees, a basic level of process and architectural maturity. Looking forward, the evolution of the EAAF is being driven by what agencies are doing to drive to outcome-focused architecture. In particular, recognizing strategic planning, enterprise architecture (EA), capital planning and investment control (CPIC), and performance assessment and management are linked processes. The only way to ensure they work together towards targeted outcomes is to ensure at each step we understand and measure process outcomes vs. process compliance.

The scope of EAAF Version 3.0 spans planning, investment, and operations activities required to work in concert to improve agency performance through the management and use of information and information technology. EAAF Version 3.0 features extensive use of key performance indicators (KPIs) measuring outcomes across strategic planning, EA, CPIC, and performance data. To support automation and accuracy in producing the KPIs, EAAF Version 3.0 moves agency EA submissions to a template-based model similar to the current agency budget submission process for the Exhibit 53 and Exhibit 300.

EAAF Version 3.0 also changes the assessment and reporting process. Instead of a single annual assessment, Version 3.0 moves to separate submissions for each of the Completion, Use, and Results capability areas in order to better align EA with the other linked processes. Additionally, the thresholds for certain KPIs are being phased in over two submission cycles to allow agencies the opportunity to properly implement the changes required in the move to Version 3.0.

The EAAF supports the policy implementation assessment and enforcement for achieving the EA and related requirements set forth in OMB Circulars A-130 and A-11. EAAF Version 3.0 is closely aligned with the methodologies, reporting templates, and tools such as the Federal Transition Framework (FTF), the Federal Segment Architecture Methodology (FSAM), and VUE-IT or Visualization to Understand Expenditures in Information Technology.

Five key success factors for agencies with the EAAF v3.0 will be their ability to:

  • Align on agency performance improvement to quantitatively plan for and support measurable delivery of agency performance improvement.
  • Collaborate with other agencies to deliver shared common architectures for shared cross boundary mission, business, and technical requirements; through this collaboration contribute to the definition and implementation of the target Federal Enterprise Architecture.
  • Leverage bureau and program architecture activity to build out the agency EA and insure that agency-proposed IT spending is well architected, implementing the target agency and Federal Enterprise Architecture, and demonstrably driving agency performance improvement.
  • Integrate with agency IT Governance to insure effective use of the agency EA to support delivery of agency performance improvement.
  • Through the above, establish buy-in with mission and business owners, and complete the evolution to outcomes-focused architecture.

OMB is committed to working with agencies through the annual assessment and quarterly reporting process to successfully implement the EAAF v3.0.

(Introduction)