Running head: TEMPLATE FOR NDU ICOLLEGE STUDENT PAPERS 1
Template for NDU iCollege Student Papers
A Student Paper
Submitted for
Enterprise Architecture for Leaders
National Defense University iCollege
Henry Costa
9 August 2013
This paper or presentation is my own work. Any assistance I received in its preparation is acknowledged within the paper or presentation, in accordance with academic practice. If I used data, ideas, words, diagrams, pictures, or other information from any source, I have cited the sources fully and completely in footnotes and bibliography entries. This includes sources that Ihave quoted or that I have paraphrased. Furthermore, I certify that this paper or presentation was prepared by me specifically for this class and has not been submitted, in whole or in part, to any other class in this Universityor elsewhere, or used for any purpose other than satisfying the requirements of this class, except that I am allowed to submit the paper or presentation to
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a professional publication, peer reviewed journal, or professional conference.This is not a draft, and is submitted for grading to satisfy in part the requirements for this course. In typing my name following the word 'Signature', I intend that this certification will have the same authority andauthenticity as a document executed with my hand-written signature.
Signature _________//H.J. Costa//___________________
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Summary of the Marine Corps Information Environment
The Marine Corps Information Environment supports the operational
forces preparing and deployed in operations as well as the
supporting establishment in execution of Commandant of the Marine
Corps (CMC) Title 10 activities, see Figure 1.
Figure 1: MCIE Operational View
Figure 1 provides the operational view (OV) for the Marine Corps
Information environment (MCIE), this is the segment that will be
evaluated in this paper. Currently this segment provides
enterprise services that support approximately 300,000 end-users
on about 205 systems and 1,800 discrete applications. These
systems and applications are described in the DoD IT Portfolio
Repository (DITPR) and DoD Application Data Management System
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(DADMS) (CMC, Information Technology Portfolio Management (MCO
5230.21 ), 2012).
Currently the Marine Corps Enterprise Network (MCEN) is
transitioning from a Contractor owned and operated (COCO)
environment to a government owned and operated (GOGO) environment
under the MCEN Unification Plan (MCUP) (C4, 2013). One of the
strategic MCEN Unification Plan task is to develop a MCEN
Architecture Management Process.
Summary of the GAO EAMMF 2.0 Model
Enterprise Architecture Management Maturity Framework (EAMMF) 2.0
is the current model developed over the last 14-15 years from the
Federal Enterprise Architecture Framework (FEAF) of 1999 which
provided a flexible framework (GAO, Enterprise Architecture
Management Maturity Framework (EAMMF) 2.0, 2010). This EAMMF
framework was developed along with DODAF version 1.0 of 2003 and
recent 2009 DODAF version 2.0 as well as the business,
performance and data reference models.
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At its heart, EAMMF asks the questions of why and how is the
leadership of the organization effecting a culture and method for
the development, management and execution of Enterprise
Architecture (EA) program that includes the key enabling process
of strategic planning, human capital, investment management and
information security management.
The EAMMF methodology conceptually measures the EA framework into
7 maturity stages with 59 core elements on how the organization’s
commitment to EA, to include how they provide and verify
satisfaction of that commitment. Additionally the model looks at
governance, content (documentation), use and measurement of EA in
respect to what is completed, in use and their results. The
methodology considers the original representation of where an
organization is at and how the organization will get to their
destination in respect to capabilities of leadership, people,
management, process and tools to affect a culture of EA (Hite,
2010).
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On 25 July I interviewed Mr. Jason Boyd, Enterprise Architecture
Lead for the Marine Corps and Mr. Leonard Darke the Enterprise
Data Architect for the Marine Corps. The following includes an
assessment of each core element for stage 1 maturity as well as
information the researcher has derived from other professional
sources.
Core Element 1 – Written and approved organization policy exists
for EA development, maintenance, and use. – Yes
The Marine Corps has a promulgated a Marine Corps Order (MCO)
policy for their Enterprise Architecture (EA) program (Marine
Corps Order 5230.20) (CMC, Marine Corps Enterprise Architecute
(MCO 5230.20), 2011). This MCO addresses EA policy approved by
the Commandant of the Marine Corps to institutionalize the EA
program and includes Commanders Intent (supporting the as-is; to-
be architecture concept); concept of operations and roles and
responsibilities for the Chief Architect, Chief Operational
Architect, Chief Systems Architect, Chief Business Architect and
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the Functional Area Managers under the Enterprise Information
Environment(EIEMA), Business (BMA), Warfighting (WMA) and
Intelligence (DIMA) mission areas. The order also includes the
governance policy and tasking to the institutional management
owners known as Functional Area Mangers (FAMS). These FAM,
Architects and members of the Executive Committee as well as
members of the working groups constitute the key stakeholders of
the Marine Corps EA program.
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Core Element 2 - Executive committee representing the enterprise
exists and is responsible and accountable for EA. – Partial
There is a Draft charter for the Enterprise Architecture
Enterprise Steering Group (EA-ESG). The charter addresses
membership, roles and responsibilities to include how the EA-ESG
will contribute to the responsibilities of the Chief Information
Officer as described in the MCO 5400.52 Department of Navy Chief
Information Officer Marine Corps Roles and Responsibilities. The
EA Steering Group (EAESG) as defined in MCO 5230.20 is well
aligned to the Executive Committee and provides the Chief
Architect who sits in the Office of Director C4 to influence EA
on the institution, existent Governance structures is depicted in
Figure 2.
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Figure 2 – EA Governance Structure
However, the Marine Corps must design its EA as a
transformational activity and not design the program to
exclusively meet assurance and compliance requirements (Short,
2013). Additionally Gartner cites that successful programs must:
o Identify the targeted business outcomes
o Identify the disrupters or uncertainties that drive
change in business direction
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o Identify the risk-adjusted value to the organization
o Leverage the principles of corporate and IT governance
o Consider your organizational culture and maturity
o Determine the governance focus, approach and desired
compliancy that works with your organizational culture
and maturity
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Core Element 3 – Executive committee is taking proactive steps to
address EA cultural barriers. – Partial
This core element is at its nexus with the GOGO assumption of the
MCEN and will take strong leadership and governance. Currently
there is a line of effort in the MCUP that address the
development of the MCEN Architecture Management Process.
Specific tasks will include
Establish a process to integrate new approved and validated requirements into the MCEN architecture
Publish an IRM which requires any official architectures to be depicted in DoDAF Format
Publish a resource planning guide for the utilization of funds and resources for projects associated with the MCUP
It will be critical in this development that the Marine Corps is
not trapped by what Gartner identifies and 13 worst EA practices
(Burton, 2011).
Not linked to Business Strategic Planning and Budget Process Confusing IT architecture with EA Lack of Governance Over Standardization Focus on Art and Language of EA rather than Outcomes Strict following of EA frameworks Ivory Tower Approach Lack of Communication and Feedback Limiting the EA team to IT resources Lack of Performance Measures Picking a tool before understanding your Business Needs
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Focusing on the Current State First Thinking “We are done”
Additionally, we need to incorporate our Data Management and
align our EA way-ahead with Enterprise based Data Strategy and
build it in a phased approach.
Phase 1 - Collect Authoritative Data Sources (ADS)Phase 2 - Collect ADS Interface Information and associated ADS InformationPhase 3 - Align and rationalize ADS to Business ProcessesCore Element 4 – Executive committee members are trained in EA
principles and concepts. – Partial
The objective here is to build executive level understanding of
EA. The Marine Corps has done much to promulgate its EA Policy
as well as develop the associated process of Business, Strategic
Planning and Budget. However these processes are not holistically
looked at by the Executive Committee and its associated
stakeholders.
Gartner identifies five best practices to increase EA Stakeholder
engagement and support and should be part of training program for
the Marine Corps (Saul Brand, 2013)
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Profile Stakeholders based on their Impact on the Future
State of the Business (Make Marines… Win Battles) [Gen.
Charles C. Krulak, USMC (CMC); 5 May 1997].
Create Business- Outcome Driven EA Communication
Presentation
Develop your Business Knowledge and Speak the Language of
the Business
Educate Stakeholders about Disruptive Trends and
Technologies
Cast a Broad Net to Build Collaboration and drive Successful
Business Outcomes
The proposal here is for the Executive Committee, members of the
EAESG and key stakeholders from the associated working groups to
attend a full day session at NDU on Enterprise Architecture for
Leaders from Dr. Stan Boddie that address the above points and
enhances the executive committee and senior leader education on
EA.
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Core Element 5 – Chief architect exists. – Partial
Per the MCO the following billets have been assigned
Chief Architect – Mr. Ken Bible Chief Technology Advisor, Office of the Director C4 CIO –Headquarters Marine Corps (HQMC)
Chief Operational Architect – Mr. Walter Kuwalakoski, Marine Corps Combat Development Command (MCCDC)
Chief Systems Architect – Mr. Dave Gossman, Systems Engineering, Interoperability, Architecture and Technology (SIAT) Marine CorpsSystems Command (MCSC)
Chief Business Architect Ms. Sloane Bailey, Marine Corps BusinessOffice (MCBO) HQMC
These individual are FEAC certified and provide a core team of
architects along with the Functional Area Mangers (FAMs) who also
maintain systems architects for their community of interests.
However, the current maturity of this team is not yet fully
realized, Gartner Recommends the following in maximizes the
team’s effectiveness. (Wilson, Define EA Team Roles and
Compentenciew to Maximize the Team's Effectiveness, 2012)
o Clarify common talents, skills and competency levels needed by all EA team members
o Define specific roles for the EA team memberso Map and align existing positions in the organization to
the role and competency levels you’ve defined
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o Communicate on these roles and competency level definitions with HR, mangers and staff
The Marine Corps prides itself in what is called a Marine Corps
Task Organized Force. I believe we need to establish the EA Task
Organized force with the above stakeholders and establish a
proposed playbook (Information Resource Manual from MCUP Task) to
provide this task force a Common Operational employment strategy.
We can present this playbook the NDU EA Familiarization day
covered in Core Element 4.
Core Element 6 – EA purpose is clearly stated - Partial
As described, The Marine Corps has begun to storm in respect to
EA across the Enterprise. However, there is still much to do and
the following Figure shows what Gartner recommends will allow the
Enterprise to define the Business outcomes and guide the EA
effort. I believe we need to align these recommended efforts as
specific tasks in the Marine Corps Unification Plan, see Figure
3. (Julie Short, 2013)
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Figure 3 - All EA Efforts Must Begin With the Business Outcome
Statement
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Core Element 7 – EA framework (s) is adopted. – Partial
The Marine Corps has developed a version of an enterprise
architectural framework. However the framework has yet to define
the complete suite of enterprise architecture products and
artifacts as well as the relationships between them and the
organizations developing them. The MCUP carries a task - Provide
the Marine Corps central architecture repository. In the near
future the Marine Corps will establish the Marine Corps
Enterprise Architecture Portal (MCEAP) with the procurement of
Troux Architect. The MCEAP will help mature the EA posture
across the Marine Corps.
Gartner provides some finding that will help mature this effort
in that: (Blosch, 2012)
Form collaborative relationships
Sharing information, making better decision and optimizing
information end to end
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The enterprise architect plays a key role in facilitating
the creation of the collaborative end-to-end model
To do this the enterprise architecture must look beyond the
boundaries of its own domain areas and develop and
architecture that supports the ecosystem (MCIE) view
The operationalization of the MCEAP must be transformed and
available to all Marine Corps Leaders within the Knowledge
Management process to affect our supply chain (Make Marines… Win
Battles) [Gen. Charles C. Krulak, USMC (CMC); 5 May 1997].
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Core Element 8 – EA performance and accountability framework is
established. – Partial
This EA performance and accountability framework is yet to be
fully established, but the Marine Corps is working on two
initiative to support this effort. The first is the promulgation
of the MCEN Unification Plan (C4, 2013). Secondly, and
critically tied to that MCUP plan is the Weekly Director C4
working session reviewing the progress of the plan and associated
tasks to include established metrics and alignment to associated
initiatives and strategies like Joint Information Environment
(JIE) and other efficiency efforts within DoD such as Data Center
Consolidation, Defense Enterprise Service Management Framework
(DESMF), Unified Communications (UC) and the Tactical and Cyber
initiatives. These efforts with attention to EA will provide
performance review and accountability
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As we develop more mature process for our accountability, the
Marine Corps should focus on what Gartner scores as key elements
of maturity assessments (Wilson, ITScore Overview for Enterprise
Architecture, 2013)
Describe the key indicators that successful EA programs
exhibit
Benchmark against best practices
Identify the key constraints that inhibit architecture
success
Determine the target EA program maturity for the next
iteration of the continuous –improvement cycle
Focus EA program development efforts on the highest-value
activities
Summary
The Marine Corps is fully engaged to improve its EA maturity and
developing as specific line of efforts for EA under the Marine
Corps Unification Plan (MCUP). The Following is a review of
actions that will mature the Marine Corps from a strong Stage 1
EA practitioner to a more solid development of their EA program
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1. Linked to Business strategic Planning and Budget Process to
the EA effort within the MCUP, as described in Figure 3
2. Incorporate Data Management Plan and align our EA way-ahead
with Enterprise based Data strategy and build it out in a
phased approach.
3. Coordinate a full day session at NDU on Enterprise
Architecture for Leaders from Dr. Stan Boddie to include all
EAESG, Executive Committee members and Working Group
stakeholders
4. Establish the EA Task Organized force with the above
stakeholders and establish a proposed playbook (IRM from
MCUP Task) to provide this Task Force a Common Operational
employment strategy.
5. Operationalize the MCEAP to transform EA within and
contributors and Marine Corps Leaders .
6. Identify key constraints and opportunities associated with
external initiatives and strategies like Joint Information
Environment (JIE) and other efficiency efforts within DoD
such as Data Center Consolidation, Defense Enterprise
Service Management Framework (DESMF), Unified Communications
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(UC) as well as Joint Tactical and Cyber initiatives in
respect to the transformation of the Marine Corps EA
program.
Finally, this assessment provides a good understanding of the
“As-Is” posture of the Marine Corps EA program and tangible
recommendations. With Engaged Leadership and action and program
management of the Marine Corps Unification Plan there will be no
doubt that the EA maturity of the Marine Corps. Additionally,
taking on these recommendations will be better posture the
institution to impact outcomes for the United States Marine Corps
(Make Marines… Win Battles) [Gen. Charles C. Krulak, USMC (CMC);
5 May 1997].
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References
American Psychological Association (APA. (2010). Publication Manual of the American Psychological Association. Washington DC: American Psychological Association.
Blosch, M. (2012, March 27). The Enterprise Architect Role in Delivering Business Outcomes for Supply Chain Leaders. Gartner, p. 9.
Burton, B. (2011, August 1). Thirteen Worst EA Practices. Gartner,p. 13.
C4, D. (2013, May). MCEN Unification Plan (MCUP). Washington, DC.
CIO, D. (2012, September). Defense Enterprise Services ManagementFramework (DESMF). Washington, DC.
CMC. (2011, Aug 23). Marine Corps Enterprise Architecute (MCO 5230.20). Washington, DC.
CMC. (2012, Oct 3). Information Technology Portfolio Management (MCO 5230.21 ). Washington, DC.
GAO. (2003, April). Enterprise Architecture Management Maturity Framework (EAMMF) v1. Washington, DC.
GAO. (2010, August). Enterprise Architecture Management Maturity Framework (EAMMF) 2.0. Washington , DC.
Hite, R. (2010, April 22). Preview of GAO's EA Management Maturity Framework v2.0. Retrieved from NDU Blackboard: www.ndu.edu
Julie Short, B. B. (2013, April 30). Define the Buisness Outcome Statement to Guide Enterprise Architecture Efforts. Gartner, p. 8.
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Lavelle, E., & Bushrow, K. (2007). Writing approaches of graduatestudents. Educational Psychology, 27, 807-822.
Saul Brand, B. B. (2013, May 15). Use Five Best Practices to Increase EA Stakeholder Engagement and Support. Gartner, p. 9.
Short, J. (2013, March 25). Define EA Governance to Deliver Targeted BUsiness Outcomes. Gartner, p. 14.
U.S. Air Force. (2004, August). The Tongue and Quill. (Air Force Handbook 33-337). Retreived from http://www.e-publishing.af.mil/shared/media/epubs/afh33-337.pdf.
Wilson, C. (2012, December 4). Define EA Team Roles and Compentenciew to Maximize the Team's Effectiveness. Gartner, p. 9.
Wilson, C. (2013, June 27). ITScore Overview for Enterprise Architecture. Gartner, p. 10.
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