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Statewide Enterprise Architecture
Background
What is Enterprise Architecture?
Enterprise Architecture (EA) translates business vision and strategy into effective enterprise change by creating, communicating and improving the key principles and models that describe the enterprise's future state and enable its evolution.
 
EA relates broadly to the practice of business optimization through the alignment of business lines, business information, business solutions and technology to meet strategic goals.
 
Why Pursue Enterprise Architecture?
Enterprise Architecture can improve service delivery, lower costs and increase the performance of state government.  The federal government and many states have adopted EA methods, rigors and concepts to bring about organizational improvements and meet strategic goals. 
 
EA implementation addresses many of the goals set out in the Enterprise Information Resources Management Strategy (EIRMS).  The EA effort directly supports and enables Objective 1.2 of the EIRMS to develop an Enterprise Architecture.  This objective contributes to Goal 1 of the strategy, to effectively plan and execute government IT projects.
 
How will Enterprise Architecture be implemented?
Enterprise Architecture (EA) is not a one-time project, not a document, or any number of diagrams.  EA is an ongoing program for translating business vision and strategy into enterprise change.  EA creates, communicates and improves the key principles and models that describe the enterprise's future state and enable its evolution.  EA will provide contexts and guidance to projects that will improve the reliability, interoperability and sustainability of business solutions, processes, information and technology used by governmental entities in Oregon.
 
The CIO Council chartered the first iteration of an EA program in November 2006.  Iteration-1 focuses on establishing prerequisites, building a foundation for future progress and completing the high-level of models and principles by July 1, 2007.  More information about the goals, organization and plans for Iteration-1 is published in the program charter.
 
Where are we now?
Program maturity assessments provide a means of evaluating program development and program valuation. Maturity assessments identify constraints that might inhibit program success. The information derived from the maturity assessment is used to focus efforts on activities providing the most value to the enterprise. Assessments help to determine a target maturity for the next iteration the program. Finally, a maturity assessment helps to track the development of the program over time.
 
The Enterprise Architecture program completed our first maturity assessment in the fourth-quarter of 2006 using a tool created by Gartner and modified for the state of Oregon. Overall, the assessment showed the components of the EA program to be immature and in the formative stages of growth. The statewide self‑assessment “consensus” score indicates both opportunities and challenges for growth and maturation of an EA program.  We expected completion of Iteration-1 to result in incremental program maturation and lay the foundation increased program maturity.
 
After the completion of Iteration-1, we conducted a second assessment in the second quarter of 2008 using the same tool.  There were 19 responses. The overall score for 2006 was 1.5, whereas it was 1.9 for 2008. The maturity of the EA program increased in all categories except Architecture Scope and Authority, which remained the same. It was assumed that successful completion of Iteration-1 of the EA program would lead to a score of 1.8 out of a possible score of 5.0. Based on the 2008 EA program maturity assessment, that goal was achieved. The 2008 Maturity Assessment report is available here. 
 
 


Framework for Govt Excellence
Enterprise_Architecture
A fundamental change in the way government investments are planned and performed is required. This fundamental evolution can be made possible by following comprehensive and rigorous Enterprise Architecture methods to describe government's current and future structure and behavior. Key principles and models can then be used to create, communicate and improve government programs, information systems, personnel and organizations. This alignment can translate vision and strategy into effective enterprise change.
 
The Framework for Government Excellence supports this change by providing a structure for rationalizing and optimizing government investments.  It is a simple abstract representation of the complex state government environment. The framework provides a common vision and language for the real-world formation of Oregon Government Excellence. It also provides structure for organizing documents, charts, models and other representations of the enterprise. The framework will guide initiatives, projects, and program changes to meet the enterprise goals of state government's diverse agencies.

Principles for Govt Excellence
Principles provide a timeless quality. They define a value system, are relatively stable and remain consistent. Concise, well understood and sanctioned principles combined with an executive commitment to their use can drive consistent, enterprise-wide change.
 
The Principles for Government Excellence document provides a proposed set of value statements for state government use in making strategic decisions and serves as a guide future decision-making around our Framework for Government Excellence and existing processes, such as:
  • Strategic planning
  • Business and information resources management planning
  • Enterprise Portfolio management
  • Business case development
  • Issue management
 
This Enterprise Architecture Program deliverable was approved by the State CIO, Chair of the CIO Council, and Enterprise Architecture Sponsors. The document will be further refined over time.

Govt Excellence Case Studies
Many agencies and individuals apply the principles of Government Excellence and concepts of Enterprise architecture (EA) to meet everyday challenges.  One of the goals of the state EA Cooperative is to acknowledge efforts exemplifying Government Excellence and share those experiences and results with others.  For this purpose, the EA Coooperative coordinates the completion of case studies.
 
Although the case studies are published here, we are not taking credit for the work or implying that the EA program made it happen.  Our EA team did take part in some of the projects, but we don’t claim (or even strive) to provide all the “answers” to the demands on Oregon state government. Our aim is simply to seek out opportunities for agencies to work together to address common needs, assist in those efforts, and establish repeatable strategies for change over time.
 
Please contact Ed Arabas at 503-378-6111 or edward.p.arabas@state.or.us if you have a suggestion for a case study.  Government Excellence case studies generally have one or both of the following characteristics.
 
  • Refocuses the people and processes of an organization to build a new way of meeting the needs of the citizens.
  • Bridges organizational boundaries to address common needs by identifying cooperative initiatives and developing integrated, reusable, or shared solutions.
 
2009 Government Excellence Case Studies
 
Oregon Department of Revenue IT-Business Alignment.  This case study illustrates a classic example of the internal struggle between IT and business in a government setting.  Besides highlighting the challenges at the Department of Revenue, the case also emphasizes several lessons relevant to the management of all public services.
 
Economic Value Of EA: The Case for a DHS/OED Shared Solution. Can we put economic values on Enterprise Architecture?  This case about Inquisite – a shared service between the Oregon Department of Human Services (DHS) and the Department of Employment (OED) gives enterprise visionaries a real-life answer to this question.
 
Oregon Department Of Human Services Transformation Initiative. This case study examines the enterprise transformation initiative underway at the Oregon Department of Human Services (DHS) – an agency challenging itself to change and be the best. DHS, like other state agencies, is faced with increasing challenges, i.e., leadership transitions, constrained budgets, retiring workforce, etc.  Given the transitory nature of these environmental influences, most state agencies continue to be under great pressure to improve their services and service delivery to meet (and exceed) expectations of the public. Doing more with less requires creativity and innovation to transform these agencies into lean, efficient entities.
 

State Architects
Forty-nine people have completed the TOGAF (The Open Group Architectural Framework) training since the fall of 2007. This group represents the Construction Contractors Board, Department of Administrative Services, Department of Human Services, Employment Department, Forestry, Lottery, Department of Transportation, and the Public Employees Retirement System. During each training it became obvious that these people had a lot to share with each other for the betterment of Oregon State government. This list provides these individuals ability to collaborate with their peers and others having similar architectural interests.
 
 

Latest News
This Web site will be updated as the EA program matures and milestones are completed.
 
Upcoming Milestones through June 2009
  • Outline the charter for Iteration-2 based on outcomes and goals
  • Develop a proposed governance model for 2009-11
  • Plan for dedicated resources in 2009-11
  • Investigate staffing options for the remainder of 2007-09 (rotational, limited duration, etc.)
  • Develop a vision and work plan for the 2009-11 EA Program
  • Conduct an EA practitioner’s forum.
  • Develop Government Excellence case studies.
  • Refine the business model and raising business awareness.
  • Work with the SDC on the technical architecture.
  • Mature the EA collaboration site.
Status Reports
Links to EA program status reports are below.
January 2007 Status (pdf)
April 2007 Status (pdf)
July 2007 Status (pdf)
October 2007 Status (pdf)
March 2008 Status (pdf)
June 2008 Status (pdf)
September 2008 Status (pdf)

More Information
For more information on Enterprise Architecture, you may contact Ed Arabas, Senior Operations & Policy Analyst at 503-378-6111 or edward.p.arabas@state.or.us