Information Architecture: Planning for Success A Presentation to the Data Management Association National Capitol Region January 8, 2002

1
Information 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.

2
Background

• Spoke to Data Management Association National
  Capital Region in May
• Successes in Data Architecture
• Invited to Return
• Planning for a Successful Information Architecture

3
Agenda

• Ted Griffin, Federal Lead Lessons We Learned
  the Hard Way
• QA with Ted Griffin and Contractor Leads
  Jason Kruse and Todd Forsythe

4
Information Architecture

• Where we are
• How we got there
• What we learned along the way

5
Our Goals

• Help customers perform their jobs better
• Focus on service
• Supports customer business activities
• Supports customer priorities
• Involves the customer
• Comply with Clinger-Cohen

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How 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

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Eight Components of Information Architecture
Business Model
Strategic Plan
Principles
Data Architecture
Application Architecture
Technology Architecture
Operating Plan
InformationResourcesCatalog
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How We Accomplish Our Goals

• Execution
• Service level descriptions
• Best practice process for new service
  development/engineering
• Performance measures

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Where 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

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Where 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

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Where 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

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Where 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

13
Where We Are

• Customer Involvement (continued)
• Reference groups
• Work with IM teams during system development
• Decisions based on customer-developed principles
• Customer driven

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Where 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

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Where 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

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Where 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

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How 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

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How 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

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How 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

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How 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

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What 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

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What 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

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What 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

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What 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

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What 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

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What 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

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What 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

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What 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

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What 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

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What 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

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What 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

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What 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

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What 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

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What 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

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Questions and Answers
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Enterprise Information Architecture Process
Information Knowledge
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Contacts

• Mr. Ted Griffin, SC-65 Strategic Planning and
  Architecture Federal Lead, Department of Energy
• [phone]
• Ted.Griffin_at_science.doe.gov
• Jason Kruse, Stanley Associates Architecture Team
  Director
• [phone]
• Jason.Kruse_at_science.doe.gov
• Todd Forsythe, Strategic Planning Architecture,
  Stanley Associates
• [phone]
• Todd.Forsythe_at_science.doe.gov