arceneaux

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2011 NASA PM Challenge

Long Beach, California

Josh Arceneaux

Booz Allen Hamilton

Enterprise Architecture as a Mission Enabler

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Contents

What is Enterprise Architecture

Why do Enterprise Architecture

Is Enterprise Architecture Right for you?

Getting Started in Enterprise Architecture

Case Study: NASA Constellation Program

Summary

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What is Enterprise Architecture?

According to Webster's Dictionary:

• Architecture: the art or science of building

• Enterprise: a unit of economic organization or activity

Joining these two definitions we can surmise that Enterprise Architecture, at it’s most basic definition, is:

The art or science of building a unit of economic organization or activity

For purpose of this presentation, the “unit of economic organization or activity” is generically any NASA program or Project

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Why do Enterprise Architecture?

COMPLEXITY

• If you can't describe it, you can't create it (whatever "it" is)

CHANGE

• If you don't retain the descriptive representations after you create them (or if you never created them in the first place) and you need to change the resultant implementation, you have only three options:

– Change the instance and see what happens (High risk!)

– Recreate ("reverse engineer") the architectural representations from the existing (“As-is") implementation. (Takes time and costs money!)

– Scrap the whole thing and start over again

*© 2007 John A. Zachman, Zachman International

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Managing Complexity and Change in NASA Programs

Just how complex are NASA programs?– That depends on the program, but generally they are just as, if not more complex than the

majority of commercial industry programs and projects– Add to that the risks imposed by the environments that NASA missions operate in and one

could make the case that NASA programs and projects have ZERO room for error

How often do NASA programs change?– Daily, there is a reason the engineering, operations, and change control boards at NASA are

busy– If you look at the engineering and operations level you could say that change occurs

constantly throughout the day

• After all isn’t that what smart folks do, create, invent, innovate, and drive change on a constant basis

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NASA Programs at a Glance

NPR 7120.5DProgram Management

NPR 7123.1Systems Engineering

NPR 7150.2ASoftware Engineering

Program Manager

Project Controls

SE Manager

SW Manager

NPR’s Guide

Programs Produce

What is missing

?

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The Program Structure: i.e. The Enterprise!

Without Enterprise Architecture

With Enterprise Architecture

Where do you want to drive?

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Building the Enterprise

Enterprise architecture and the principles behind enterprise architecture can complement traditional program management, systems engineering, and software engineering practices to enable a program to perform at closer to optimal efficiency.

A key enterprise architecture principle involves taking a holistic approach to defining and managing the program or project that allows the program participants and stakeholders to attain and maintain situational awareness for both tactical decision making and strategic planning– You know what you have today, – You know what you can expect to have tomorrow– Therefore you can make well informed decisions that optimize today's needs and enable

you to meet tomorrow’s demands

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What is contained in the Enterprise Architecture

Business

Data

Application

Technology

USE

•Business Processes and activities

USING

•Data that must be collected, organized, safeguarded, and distributed

RUN

ON

•Application such as custom or off-the-shelf

•Technology such as computer systems, networks, data centers

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Is Enterprise Architecture Right for You?

If we arrange our Enterprise (Program/Project) into different drivers and levels, several “families” of questions that may provide valuable insight into your program or project are then answerable through exercising an Enterprise Architecture approach

If as a program/project manager these things are important to you then, YES, Enterprise Architecture is right for you.

Level 1:EnterpriseStrategy

Level 2:Enterprise

Design

Level 3:Segment

Architecture


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How much Enterprise Architecture do you Need? Short Answer

Short answer: As much or as little as is needed to define and effectively manage the program or project– Typically the larger the program/project and the more participants, more enterprise

architecture information is needed– Additionally, the more detail and precision you require, the more enterprise architecture is

needed

When this is all you need….

…. do not use this!

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How much Enterprise Architecture do you Need? Longer Answer

People: Who makes up the program/project (internal and external), how are they organized, what are their roles and responsibilities, and how to the relate to one another

– An organization chart and accompanying RACI (or similar concept) can provide a wealth of knowledge

Processes: What are the business processes and information that the program executers to produce their products

– NPR 7123.a is the highest level business process for Systems Engineering within NASA

Technology: What systems, applications, information, IT infrastructure does the enterprise utilize to facilitate execution of the business processes

– Programs utilize program unique technology, center provided technology ,and agency provided technology; What is the best usage of this technology?

Controls: What is the governance model and how is it used to manage the enterprise

– What decisions are made by whom, under what circumstances, and by what mechanisms; Typically NASA Boards and Panels

Strategy: How is the enterprise going to evolve to meet the needs of tomorrow

– NASA development programs have defined lifecycles that determine the evolutionary path of the vehicles, no such mechanism provides this for how the program/project will evolve as the economic, political and technological environment changes.

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How is the Enterprise Architecture Managed: Frameworks

The framework provides guidance on what artifacts are necessary to capture information about the enterprise and provides a mechanism to identify and visualize the relationships between the enterprise information

There are many frameworks, the majority of which are some derivation of the Zachman framework

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Additional Frameworks

Department of Defense Architecture Framework (DoDAF)

Federal Enterprise Architecture Framework (FEA)

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Articulate the legacy systems or independent systems, their composition, interconnectivity, and context providing for, or supporting, DoD

functions

Services Viewpoint

Articulate the performers, activities, services, and their exchanges providing for, or

supporting, DoD functions

Operational Viewpoint

Articulate operational scenarios, processes, activities & requirements

Capability Viewpoint Articulate the capability requirement, delivery

timing, and deployed capability

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Articulate the performers, activities, services, and their exchanges providing for, or

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Articulate operational scenarios, processes, activities & requirements

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Getting Started: What do you want to know?

If you know the right questions to ask, you can model your enterprise effectively

Step 1

Step 2 Step 3 Step 4 Step 5 Step 6

Determine Data Required to Support

Architecture Development

Determine Scope of Architecture

Present Results IAW Decision Maker

Needs

Conduct Analyses in Support of

Architecture Objectives

Collect, Organize, Correlate, and Store

Architecture Data

Determine the Intended Use of the

Architecture


Level 2:Enterprise

Design

Level 3:Segment

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Level 2:Enterprise

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Level 3:Segment

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Level 4:Solution

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How to get Started: Example

Question: Are my business processes being executed effectively without overlap?– Ineffective execution can cause, among others, schedule delays, excessive rework, lost or missing

information, unclear line of communication and authority– Overlap can cause, among others, lack of authoritative data leading to ill or uninformed decision,

excessive cost, sub-optimal resource allocation.

For this exercise we will use the DoDAF 2.0 framework.– Primary Models : Activity Model, Operational Rules Model, Event Trace Model– Supporting Models: Conceptual Data Model, System Model, Organizational Model– Will also need to define performance metrics


Level 2:Enterprise

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Assumption: We are looking at the top level business process, as defined in the NPR’s, however this approach may be used to any level of detail

Remember: Finishing Hammer or Powered Jack hammer?

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An Enterprise Architecture will not provide you benefit unless

It addresses real business problems and identified plausible solutions

It provides key insight in an easily understandable fashion to a decision-maker

It captures how the enterprise worked or didn’t and how it could be improved

It illustrates how a change fit an enterprise and how it enabled improvement

It was links with all other decision analysis processes including economic analysis

It provides a clear order for change that was actionable and measurable

It was develops in a rapid manner with input from key business or operations owners

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Program/Project Management Process Overview: NPR 7120.5D

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Systems Engineering Process: NPR 7123.1A

NO comparable Process Diagram for

NPR 7150.2A

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The Program/Project Lifecycle: Where it all comes together

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How the Models Work together

Event Trace Model

Lifecycle Model

Integrated Activity Model

SW Model

SE Model

PM Model

Integrated Conceptual Data Model

• Requirements• Analysis• Verification• Flight Systems Architecture

• Etc.

• Requirements• Analysis• Verification• Flight Software Architecture

• Etc.

• Cost• Schedule• Risk• People• Etc.

Operational Rules Model

SECB SWCB

Program / Project CCB

Organization Model

Program Manager

Project Controls

SE Manager

SW Manager

IT System Model

SW System

SE System

PM System

Executes Governed By

Timed By

Metrics Reports

Info

rms

Info

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Manages

Cre

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Cre

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Uses

Creates

Com

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Answering the Question: Are my business processes being executed effectively without overlap?

Ineffective Execution

Longer than necessary schedules– Identification of unnecessary activities within the

process– System facilitating the processes activities are

insufficient

Excessive rework– A common data model is not being followed – Reporting is adhoc and not repeatable i.e. You

generate a custom report each time– Processes are not defined

Lost or missing information– Data model is incomplete– Activities and their data is not found in a system

Overlap

Unclear lines of communication and authority– More than one org is accountable for an activity

Excessive cost– Multiple organizations performing common

functions with common data– Multiple systems performing common functions

on common data

Sub-optimal resource allocation– Organizations, activities, data, and systems do

not clearly align with each other

Lack of authoritative data leading to ill or uninformed decision – Data resides in more than one system– Data propagated into metrics and reports for

decision making from more than one system without proper controls

Your models and metrics can identify many attributes of your enterprise that could be operating better

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Case Study: Systems Engineering Processes on the Constellation Program

Task – Perform cost benefit analyses around aspects of the information systems architecture to determine

impacts of an “architected and consolidated” approach to application development and information management

Specific Objectives– Process Standardization Assessment: What are the benefits over a ten year window when an

organization establishes standardized system usage with common procedures and enforces governance versus implementation of an information system architecture without standardized procedures or governance?

Models– Activity model, Data Model, System Model, Organizational Model

Metrics– Investment cost (Actuals)– Projected Costs

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Activity Model

SEMP and Lower

Level Plans

Activity Model

SEMP and Lower

Level Plans

Activity Model

SEMP and Lower

Level Plans

Activity Model

SEMP and Lower

Level Plans

Activity Model

SEMP and Lower

Level Plans

Activity Model

SEMP and Lower

Level Plans

Activity Model

SEMP and Lower

Level Plans

Activity Model

SEMP and Lower

Level Plans

Activity Model

SEMP and Lower Plans

Activity Model


Activity Model


Activity Model


Activity Model


Activity Model


Activity Model


Activity Model


AS-is and Desired To-Be States

SE Processes

SE Tools ProceduresSE Tools

NPR 7123

NPR 7123

As-Is To-Be

Organization Model

CxP

Orion Ares I MOP GOP EVA Ares V AltairSurface Systems


SECB SWCB



SECB SWCB



SECB SWCB



SECB SWCB



SECB SWCB



SECB SWCB



SECB SWCB



SECB SWCB


Conceptual Data Model

• Requirements• Analysis• Verif ication• Flight Systems Architecture

• Etc.



• Etc.



• Etc.



• Etc.



• Etc.



• Etc.



• Etc.

Event Trace Model

NPR 7120

Metrics

Reports

Metrics

Reports

Metrics

Reports

Metrics

Reports

Metrics

Reports

Metrics

Reports

Metrics

Reports

Metrics

Reports

Event Trace Model

NPR 7120


SECB SWCB



SECB SWCB



SECB SWCB



SECB SWCB



SECB SWCB



SECB SWCB



SECB SWCB



SECB SWCB




• Etc.Metrics

Reports

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Benefits and Cost of Process Standardization

Assuming good governance of the standards, the cost of developing standardized processes in advance of Cradle implementation return lower costs for rework, training and maintenance of document templates compared to the higher cost for these functions if there are not standardized processes in place– The analysis shows a ROI over the first 4 years of 550% which was achieved by reducing:

• rework,

• the number of queries generated

• amount of training required,

• the amount of templates required and the amount of hours required to maintain the templates– Over a period of the next six year an additional ROI of 1,100% was achievable

The Constellation Information Systems Architecture (CISA) constitutes all processes, data, and systems use within CxP (45-systems facilitating essentially all CxP processes)– Our study looked at these processes and systems within the context of the Cradle study and concluded

that over a 10-year period a similar order of magnitude in savings was achievable

This was for one set of processes using one IT system

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Summary

Defining and managing your enterprise can provide significant benefit to your ability to deliver– Reduced cost with better cost estimates– Shortened and more accurate schedules– Greater technical understanding and insight

In the end, this leads to better performance and lower risk

arceneaux

Technology

enterprise architecture

science of building

nasa programs

nasa technology

genericallyany nasa

program participants

nasa arebusy

nasa missions