Federal Segment Architecture
Methodology (FSAM) Practitioner’s
Training
Version 1.0
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What is FSAM?
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What is a Segment?
• A segment is an individual element of the
enterprise describing either a core mission area,
a common or shared business service, or an
Enterprise service.
• Segments are defined by the enterprise
architecture.
Source: FEA Practice Guidance
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What is Segment Architecture?
Segment Architecture: Detailed results-oriented architecture (baseline and
target) and a transition strategy for a portion or segment of the enterprise.
o A scalable and repeatable process for architects to engage business
stakeholders and deliver value to business areas
o Helps to establish clear relationships between strategic goals, detailed
business and information management requirements, and measurable
performance improvements
Source: FEA Practice Guidance
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Introduction to the new FSAM
What is FSAM?
• The new Federal Segment Architecture Methodology (FSAM) is a step by step
process for developing and using segment architecture that leverages existing
“best practice” analysis techniques and easy to use templates to expedite
architecture development
• FSAM includes process steps to identify and validate the business need and the
scope of the architecture to be defined (e.g., new initiative or integration /
consolidation of existing initiatives).
• FSAM includes the interfaces to other processes including performance /
investment management, enterprise transition planning, solution architecture
development, and system lifecycle management
Who created FSAM?
• The Federal Segment Architecture Working Group (FSAWG) is a cooperative
effort with the federal architecture community formed in January 2008 as a subteam to the Architecture and Infrastructure Committee (AIC) and therefore, an
element of the Federal CIO Council, at the request of the OMB Chief Architect
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Since the FSAWG was initiated, the team has made
great headway. Some notable facts include…
Best Practices
• 13 Federal organizations,
including 2 cross-agency
initiatives participated
o 13 people on core team
o 34 people on sub-team
• 10 best practice presentations
delivered
• 18 assessed best practices
considered
• 78 analytical techniques
cataloged
o Including 232 templates /
examples
• HUD - Segment Architecture Development Guidance / Work
Product and Decision Templates
• DoD – DoDAF Version 2.0 (Draft)
• DOI - Methodology for Business Transformation (MBT)
• DOJ - Information Sharing Segment Architecture (ISSA)
• PM-ISE - Information Sharing Environment EA Framework
• PM-ISE - FEA Information Sharing Environment Profile
• DHS – Information Sharing Environment
• DOL - EA Quick Reference Guide
• DOL - IT Investment Management Quick Reference Guide
• DOL – STREAMLine Methodology
• Treasury - Segment Architecture Analysis Guide
• Treasury - Segment Architecture Process Guide
• Treasury - Segment Architecture Roadmap
• HRLOB – Segment Architecture Approach
• EPA - OSWER Segment Architecture Line-of-Sight: From
Architecture through Implementation
• HHS - HHS Architecture Development Methodology (ADM)
• FEA - Security and Privacy Profile (v2) (Draft)
• FEA - Records Management Profile
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FSAWG leveraged a Catalog and Analysis of
Documents to identify analysis techniques used
in agency best practices
60
Count of Classification of Analysis Technique
Each color
represents a different
contributing
organization.
50
40
Agency
30
20
10
Technology
Services
Security and Privacy
Records
Performance/Strategy
Other
Data
CPIC
Business/Process
Applications
0
Classification of Analysis Technique
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The FSAWG team made a few observations
on EA as a discipline …
• No consensus on what constitutes a complete performance,
business, technology, service and data architecture
• Segment Architecture is often focused on populating artifacts
rather than synthesis of recommendations to deliver business
value
• A lack of formal sharing of analytical techniques and best
practices exists across the Federal government
• Varying levels of maturity exist across Agency EA programs
• No standard Federal-wide approach exists for defining
segment architecture
FSAM addresses these issues
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FSAM promotes a consistent approach to
developing segment architecture
• Defines the core elements and attributes that are needed for
defining a complete segment architecture.
• Includes process steps, activities and associated tasks to identify
and validate the business need and the scope of the architecture to
be defined.
• Includes the development of as-is, target and transition plans for the
performance, business, data, services, and technology architecture
layers.
• Provides an online toolkit containing analytical templates to support
the architecture practitioner towards expediting their segment
architectures.
• Provides case examples from participating agencies to relay real life
examples highlighting specific facets of the methodology.
• Assures business integration between mission priorities and
financial investments, particularly IT investments.
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The top level steps of FSAM start with the FEA Practice
Guidance published by OMB as a launch point for
use/refinement
Determine
Participants
and Launch
Project
Develop the
Segment Scope
and Strategic
Intent
Define
Business and
Information
Requirements
Define the
Conceptual
Solution
Architecture
Author the
Modernization
Blueprint
FSAM provides the Process Step decomposition of the
‘Develop Segment Architecture’ Lifecycle Phase
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FSAM includes the steps for developing a
Segment Architecture as well as hand-offs to
Enterprise and Solution Architecture
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FSAM supports the entire lifecycle from strategic
planning to execution with a primary focus on
developing actionable architecture
Strategic
Planning
Execution
Architecture
Strategic
Planning
Architecture
Architecture
CPIC
Architecture
CPIC
Budget
CPIC
Execution
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FSAM Overview
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FSAM features a series of touch points to
other disciplines such as security.
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FSAM features a series of touch points to
other disciplines such as security.
NIST 800-39
Organizational View of
Risk Management
NIST 800-60
Security Categorization
Process
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In addition, FSAM has identified touch
points with other Federal guidance
NIST 800-39
FSAM
FTF
PGFSOA
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PGFSOA Integration
1
2
Task 3.2.2: Determine the
required adjustments to the
business architecture
Task 3.2.3: Align strategic
improvement opportunities to the
data architecture
PGFSOA, Sec. 4.1.6: Many of the
benefits of SOA are derived from
sharing – sharing information,
sharing business processes,
sharing reference architectures,
and sharing services.
PGFSOA, Sec. 4.1.7: Employ
enterprise architecture tools and
artifacts to identify significant
information exchanges across
domains of interest.
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Task 4.2.1: Identify service and
solution reuse opportunities
PGFSOA, 3.2.3: Adoption of some
common services across the federal
government will start with
infrastructure services (e.g.,
authentication, auditing) but quickly
expand to business utility services
(e.g., federal employee lookup,
simple approval process, calendar
services, scheduling).
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NIST 800-39 Integration
1
Task 2.2.3: Identify segment risks
and impacts
NIST 800-39, Sec. 3.2: The first step
in building an effective organizationwide information security program
is to conduct a thorough analysis of
the organization’s mission and
business processes informed by the
organization’s enterprise
architecture…
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Task 3.1.4: Analyze processes and determine
high-level information requirements including
organizational relationships
NIST 800-39, Sec. 3.2: Conducting the security
categorization process as an organizationwide exercise helps ensure that the process
accurately reflects the criticality, sensitivity,
and priority of the information and
information systems that are supporting
organizational mission/business processes
and is consistent with the organization’s
enterprise architecture.
Task 4.1.4: Determine adjustments
necessary to the as-is conceptual
solution architecture
NIST 800-39, Sec. 3.3: Security controls
should be reflected in the FEA solution
architectures and should be traceable
to security requirements allocated to
mission/business processes defined in
the FEA segment architectures...
See also NIST 800-53, FIPS 199, and
FIPS 200.
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FTF Integration
2
1
Task 1.2.2: Synthesize the common business challenges
across the Business Owners
FTF Usage Guide, Sec. 3.1: [The] FTF Catalog includes
both mandatory and informational initiatives.
Mandatory initiatives must be included in agency
enterprise architecture and the agency
EA Transition Strategy, and agency alignment with these
initiatives is assessed as part
of the annual EA assessment process.
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Task 4.2.1: Identify service and solution reuse
opportunities
FTF Usage Guide, Sec. 3.1: The FTF Catalog provides
information to agency decision makers to support the
implementation of cross-agency initiatives, and
provides guidance to working groups with
responsibility to develop cross-agency initiative
architecture. The catalog supports usage scenarios for
agency decision makers and cross-agency task forces,
working groups or communities of practice with
responsibility to develop initiative architecture.
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The EA Segment Report (EASR) Meta-model
has been integrated with the FSAM
Determine Participants
and Launch Project
Develop the Segment
Scope and Strategic Intent
Segment
Driver
Business Drivers and
Mandates
List of affected
organizations and
their Business
Owner(s)
Define the Conceptual
Solution Architecture
Author the
Modernization Blueprint
Business Process
Information System
Information System
Target Key Business
Process Models
Integrated Target Systems
and Services Interface
Diagram
Define Business and
Information Requirements
Activity
Strategic Alignment Analysis Template
Goal
Target Key Business
Process Models
Strategic
Architecture
Segment
Segment performance
Element
Opportunity
Rationale
Work Product
Architecture
goals rationale Target work
Segment
List
Describe
Development
Strategic
Opportunities for strategic
product name
Purpose Statement
Business
Area
Goal/Objective
alignment
<name>
Segment Scope
Organization
Business and IT List
Describe rationale Target work
List of affected Opportunities for strategicBRM Sub-function
Modernization
product name
organizations
Initiative
<name>and
alignment
Target Business Function
Segment
Scope
their Business
Owner(s)
Model
Investment
Initiative
Segment Scope
Segment
Architecture
Development
Purpose Statement
PRM Measurement
Indicator
Segment performance
goals
Performance Gaps
Strategic Improvement
Opportunities
Initiative
Actual
Target Achieved/Not
Integrated Target Systems
and Services Interface Achieved?
Diagram
DRM Entity
Target Conceptual Data
Model
Updated Data Reference
Model
DRM Exchange Package
Information Exchange
Packages
Target Data Steward
Assignments
High-level Information
Requirements
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Strategic Systems
Migration /
Sequencing
P&I Tiger Team ReportingSequencing
TemplateOverview
System Service
PAR Metric
Strategic Systems
Integrated Target Systems
Bureau,
Migration
/ Sequencing
and Services Interface Component,
Operating Division,
etc
Performance
Diagram
Milestones
Strategic Goal
Target Service
PARComponent
Performance
Model (SCM)Target
Legend
Performance and Investment Tiger
Team Metamodel
FSAWG Outputs
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The FSAWG used a three-level
decomposition for the new methodology
1
2
3
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Each process step is detailed in a step
guidance document
•
•
•
•
•
•
•
•
•
•
•
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Step Description and Purpose
Step Outcome
Step At-A-Glance
Activity Details
Activity Short Description
Activity Flow Chart with Tasks
Activity Inputs
Tasks
Communication Considerations
Activity Outputs
Suggested Analytical Techniques
(with examples and templates)
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Analytical techniques have been included in the
FSAM with templates from Agency best practices
Each suggested analytical technique
table includes:
• Output name
• Core – (Y,N) Outputs that support
population of Segment
Architecture Template in EAAF
Ver. 3.0.
• Associated FEA Layers
• Name of suggested analytical
technique
• Link to the template/example
• Contributing Agency
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FSAM includes a summary of all outputs and
suggested analytical techniques (Appendix I)
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Target Business
Function Model
FSAM outputs are designed to progressively elaborate
the information required Performance
toGapsdefine a segment
Business and
Strategic
Information
Improvement
architecture.
Architecture
Opportunities
Core Team
Formation
Memorandum
Adjustment
Process
ProcessStep
Step11
CoreProcess
Team Step
Process
Step22
Charter
Process
ProcessStep
Step33
Business
Business
Drivers
Drivers
and
and
Mandates
Mandates
Governance
Governance
Framework
Framework
Segment
Performance
Goals and
Objectives
Segment
Segment
Scope
Scope
Segment
Segment
Architecture
Architecture
Development
Development
Purpose
Purpose
Statement
Statement
As-Is
As-Is
Business
Business
Value
Value
Chain
Chain
Stakeholders
Stakeholders
and
and
Their
Their
Relationships
Relationships
Communications
Strategy
Segment
Segment
Context
Context
Project PlanStakeholder
Stakeholder
Core
Core
Team
Team
Roster
Roster
Target
Target
Business
Business
Value
Value
Chain
Chain
Diagram
Diagram
C
Inv
In
As
Info
Sour
Qua
Asse
Common /
Mission Services
Target Maturity
Levels
As-Is
As-Is
Key
Key
Business
Business
Process
Process
Model
Model
Risks
Risks
and
and
Impacts
Impacts
Needs
Needs
Target
Target
Business
Business
Function
Function
Model
Model
Core
Core
Team
Team
Formation
Formation
Memorandum
Memorandum
Performance
Performance
Gaps
Gaps
Strategic
Strategic
Improvement
Improvement
Opportunities
Opportunities
Core
Core
Team
Team
Charter
Charter
Segment
Segment
Performance
Performance
Goals
Goals
and
and
Objectives
Objectives
Project
Project
Plan
Plan
As-Is
As-Is
Business
Business
Function
Function
Model
Model
Process
ProcessStep
Step55 Profiles
Process
ProcessStep
Step44
Common
Common
/ /
Mission
Mission
Services
Services
Target
Target
Maturity
Maturity
Levels
Levels
Communications
Communications
Strategy
Strategy
Segment
Segment
Architecture
Architecture
Vision
Vision
Summary
Summary
Performance
Performance
Scorecard
Scorecard
Segment
Segment
Scope
Scope
and
and
Strategic
Strategic
Intent
Intent
Presentation
Presentation
Business
Business
and
and
Information
Information
Architecture
Architecture
Adjustment
Adjustment
Profiles
Profiles
As-Is
As-Is
Business
Business
Process
Process
Swim
Swim
Lane
Lane
Diagram
Diagram
As-Is
As-Is
Key
Key
Information
Information
Sources
Sources
and
and
Qualitative
Qualitative
Assessment
Assessment
Segment
Architecture
Target
Target
Key
Key
Business
Business
Process
Process
Vision
Summary
Model
Model
Target
Target
Information
Information
Flow
Flow
Diagram
Diagram
Target
Target
Information
Information
Sharing
Sharing
Matrix
Matrix
Target
Target
Conceptual
Conceptual
Data
Data
Model
Model
Business
Business
and
and
Information
Information
Architecture
Architecture
Presentation
Presentation
Core FSAM outputs provide the
information necessary for
EAAF reporting requirements
Legend
Legend
Core
Core
Output
Output
Recommended
Recommended
Output
Output
Performance
ScorecardTarget
Target
As-Is
As-Is
System
System
and
and
Services
Services
Scoring
Scoring
Conceptual
Conceptual
Solution
Solution
Architecture
Architecture
Data
Data
Reuse
Reuse
Target
Target
Business
Business
Data
Data
Mapped
Mapped
to to
Key
Key
Business
Business
Processes
Processes
(CRUD)
(CRUD)
Target
Target
Business
Business
Process
Process
Swim
Swim
Lane
Lane
Diagrams
Diagrams
Target
Target
Data
Data
Steward
Steward
Assignments
Assignments
As-Is
As-Is
Conceptual
Conceptual
Solution
Solution
Architecture
Architecture
Target
Target
Service
Service
Target
Target
Technical
Technical
Segment
Scope
Component
Component
Architecture
Architecture
Architecture
Architecture
and Strategic
Intent
Reuse
Reuse
Summary
Summary
Presentation
Integrated
Integrated
Service
Service
Component
Component
and
and
Technology
Technology
Model
Model
Ta
Transition
Transition
Recommendation
Recommendation
Profile
Profile
Transition
Transition
Recommendation
Recommendation
Sequencing
Sequencing
Diagram
Diagram
Conceptual
Conceptual
Solution
Solution
Architecture
Architecture
Presentation
Presentation
Recommendation
Recommendation
Sequencing
Sequencing
Milestones
Milestones
Transition
Transition
Plan
Plan
Milestones
Milestones
Segment
Segment
Mappings
Mappings
Analysis
Analysis
of of
Cost,
Cost,
Value
Value
and
and
Risk
Risk
forfor
Transition
Transition
Options
Options
Record
Record
of of
Decision
Decision
(ROD)
(ROD)
Proposed
Proposed
Implementation
Implementation
Recommendations
Recommendations
Approved
Approved
Segment
Segment
Architecture
Architecture
Blueprint
Blueprint
Document
Document
(incl.
(incl.
Sequencing
Sequencing
Plan)
Plan)
Strategic
Strategic
Systems
Systems
Migration
Migration
/ /
Sequencing
Sequencing
Overview
Overview
Blueprint
Blueprint
Executive
Executive
Summary
Summary
Presentation
Presentation
Recommendation
Recommendation
Implementation
Implementation
Sequencing
Sequencing
Plan
Plan
Feedback
Feedback
Tracking
Tracking
Document
Document
and
and
Feedback
Feedback
Action
Action
Report
Report
Segment
Segment
Architecture
Architecture
Blueprint
Blueprint
Document
Document
(incl.
(incl.
Sequencing
Sequencing
Plan)
Plan)
Document
Document
Review
Review
Log
Log
Legend
Core Output
Recommended Output
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Non-core FSAM outputs provide additional
information that can be used to inform
decision making related to the segment
mission, business, and information needs.
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As
Walkthrough of FSAM Steps 1-5
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Step 1
Determine Participants and Launch the Project
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Activities for Step 1: Determine
Participants and Launch Project
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Key Questions Being Answered by Step 1:
Determine Participants and Launch Project
• What is the governance framework for the development of the
segment architecture?
• Does the business owner(s) understand the process and time
commitment for developing the segment architecture?
• Who is the executive sponsor?
• Who is on the core team? Are these the right people?
• What is the specific purpose for developing this segment
architecture?
• Is the charter approved to develop the segment architecture in the
context of the purpose statement crafted by the business owner(s)?
• Is there a project plan and communications strategy for the
development of the segment architecture?
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Activity 1.1: Determine the executive
sponsor
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Activity 1.2: Develop the purpose
statement for the segment
1.1
Discuss the
business
challenges
facing each
Business
Owner
Synthesize the
common business
challenges across
the Business
Owners
Communicate how
segment
architecture could
assist with common
business
challenges
Formulate
the purpose
statement
1.3
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Activity 1.3: Solicit core team members
1.2
Communicate to
Business Owner(s)
the role of the Core
Team
Determine
personnel to be
appointed to the
Core Team
Communicate
appointments to
the affected
personnel
Issue a memorandum
to communicate the
formation of the Core
Team and the
purpose statement
1.4
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The core team membership is critical to
the success of the project
Core team members…
• Are typically program manager level personnel within the
segment or other key segment stakeholders
• Comprise a highly functional team that has the
knowledge and vision to develop an actionable segment
architecture
• Should be constructive, able to think outside of a single
organizational context, good communicators, visionary,
and excited about change
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Activity 1.4: Create core team charter
and project plan
1.3
Develop draft
Core Team
charter
Create project
plan for segment
architecture
development
Review and
approve Core
Team charter,
project plan, and
governance
1.5
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Activity 1.5: Establish the
communications strategy
1.4
Determine
communications
goals and
objectives
Identify audience
groups and design
themes and key
messages
Select tactical
communications
vehicles
Implement
project
collaboration
website
2.1
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Step 1 Outputs
Governance
Framework
Governance Framework
Segment
Architecture
Development
Purpose Statement
Segment Architecture Development
Purpose Statement
Core Team Roster
Core Team
Roster
Core Team Formation Memorandum
Core Team Charter
Core Team
Formation
Memorandum
Project Plan
Core Team
Charter
Project Plan
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Communications Strategy
Communications
Strategy
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Governance Framework
Governance Framework
DOJ
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Segment Architecture Development
Purpose Statement – [Core]
Segment Architecture Development Purpose Statement
FSAWG
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Core Team Formation Memorandum
Core Team Formation Memorandum
FSAWG
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FSAM provides additional project management
tools to support segment architecture
development
Communication Strategy
FSAM Segment Architecture Development
Project Schedule
Core Team Charter
Core Team Roster
FSAWG
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Step 2
Define the Segment Scope and Strategic Intent
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Activities for Step 2: Develop the
Segment Scope and Strategic Intent
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Key Questions Being Answered by Step 2:
Develop the Segment Scope and Strategic Intent
• Based on the high-level problem statement, what are the strategic
improvement opportunities and gaps?
• What are the major common / mission services associated with the
strategic improvement opportunities?
• Who are the segment stakeholders and what are their needs?
• What is the scope of the segment architecture?
• What are the current segment investments, systems, and
resources?
• What are the deficiencies within the segment or the inhibitors to
success?
• What is the target state vision for the segment?
• What is the performance architecture through which the transition to
the target state vision can be evaluated?
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Activity 2.1: Establish segment scope
and context
1.5
Review segment
architecture
development
purpose statement
Establish
segment
summary
description
Identify
organization
components
Identify
stakeholders
Validate /
approve
segment
scope and
context
Approved
2.2
Refine /
update
segment
scope and
context
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Disapproved
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Activity 2.2: Identify and prioritize
strategic improvement opportunities
2.1
Determine
stakeholders’
needs
Review
segment
scope and
context
Identify
segment
risks and
impacts
Identify
performance
gaps
Formulate
and prioritize
business
needs
Formulate
and prioritize
strategic
improvement
opportunities
Validate
strategic
improvement
opportunities
Disapproved
Approved
2.3
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Activity 2.3: Define segment strategic
intent
2.2
Describe
segment target
state vision
Establish
segment’s
strategic
performance
Identify target
maturity levels
for common /
mission services
Document the
strategic intent
2.4
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Activity 2.4: Validate and communicate
the scope and strategic intent
Disapproved
Return to Step 2
2.3
Package scope
and strategic
intent
Present scope
and strategic
intent for
approval
Approved
3.1
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Step 2 Outputs
Business Drivers and Mandates
Business Drivers
and Mandates
Stakeholders and their Relationships
Segment Scope
Stakeholders and
Their
Relationships
Segment Scope
Stakeholder Needs
Stakeholder
Needs
Risks and
Impacts
Segment Context
Risks and Impacts
Segment Context
Performance
Gaps
Strategic
Improvement
Opportunities
Performance Gaps
Strategic Improvement Opportunities
Segment
Performance
Goals and
Objectives
Common /
Mission Services
Target Maturity
Levels
Segment
Architecture
Vision Summary
Performance
Scorecard
Segment Performance Goals and Objectives
Common / Mission Services Target Maturity Levels
Segment Architecture Vision Summary
Performance Scorecard
Segment Scope
and Strategic
Intent
Presentation
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Segment Scope and Strategic Intent Presentation
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Business Drivers and Mandates – [Core]
Driver and Policy Map
HHS
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Stakeholders and their Relationships –
[Core]
Stakeholder Map
HHS
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Segment Scope – [Core]
Segment Summary
HHS
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Stakeholder Needs
Stakeholder Needs
UID
[Unique ID
of Need]
Need Description
[Description of the need]
Stakeholder Name
[Name of stakeholder
associated with the need]
Stakeholder Type
[Type of stakeholder
associated with the need]
FSAWG
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Risks and Impacts
Risk Capture Template
Segment Name
/ Code
Document
Organization:
Owner:
Phone:
Email:
Purpose of
The Risk List is used to track and manage risks to the [segment name] segment.
Risk List:
ID
Risk
Label
Risk
Description
Unique ID Brief
Provide a more
tracking
label for detailed
number
the Risk description of
for each
the Risk
Risk
including the
identified
expected impact
if the risk occurs
Risk Category
Enter a category
description (i.e.,
type) of the risk.
Examples include
mission, people,
process,
business, cost,
data, privacy,
security,
technology, etc.
Severity
What is the
severity of
the risk to
the project
scope,
schedule,
and
resources if
it occurs
(H/M/L)
Probability
What is the
likelihood
that the risk
may occur
(H/M/L)
Risk
Priority
Enter the
overall
priority of
the risk
(H/M/L)
Submitted
by
Date
Identified
Enter the
Date the
name of the Risk was
person who identified
identified the
risk
Risk List
Risk Owner
Risk Status
Mitigation Plan
Contingency
Response Plan
Name of owner of
the Risk. Risk
owner is
responsible for
tracking and
reporting on the
status of the risk
and any
associated
response plans
Risk Status:
Inactive Risk has not
occurred
Active - Risk
has occurred
and response
plan is in
effect
What is the
overall plan to
reduce the
probability or
effect of the risk.
What is the plan
responding to
the risk should it
occur.
1
2
3
4
5
6
7
8
DOT
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Segment Context
Current Operating Environment Diagram
EPA
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Performance Gaps – [Core]
Performance Gap Analysis
HUD
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Strategic Improvement Opportunities
Analysis – [Core]
Strategic Improvement Opportunities Analysis
Potential Opportunities
Opportunity Analysis
Prioritization Criteria
HUD
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Strategic Improvement Opportunities
Analysis – [Core]
SWOT Analysis
Strengths
Business
Driver
Business
Driver
Weaknesses
Business
Driver
Opportunities
Business
Driver
Business
Driver
Business
Driver
Threats
Business
Driver
Business
Driver
Strengths and Weaknesses are internal value creating (or destroying) factors such as assets, skills or resources a
company has at its disposal relatively to its competitors. They can be measured using internal assessments or
external benchmarking.
and Threats are external value creating (or destroying) factors a company cannot control, but emerge
FSAM Version 1.0 Opportunities
from either the competitive dynamics of the industry/market or from demographic, economic, political, technical,
HUD
57
Segment Performance Goals and Objectives
– [Core]
Strategic Alignment of Opportunities
HUD
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Common / Mission Services Target Maturity
Levels
Common / Mission Services Maturity Framework
DOI
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Segment Architecture Vision Summary
Segment Summary
HHS
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Performance Scorecard – [Core]
Performance Scorecard
PAR Metrics
PAR Metric
Agency,
Component,
Fiscal Bureau, Operating Agency
Year
Division, etc
Code
Strategic Goal
PART Metrics
Target
Achieved
Target Actual ? (Y/N)
Agency, Component,
Bureau, Operating
Division, etc
Program
Agency
Code Year Assessed
Final
Rating
Business / Service Performance
Line of
Sub-function Strategic
Agency
IT
System /
Measurement Business or
or Service
Goal(s)
Business Fiscal Measurement Measurement Measurement Metric Investment Investment App /
Actual
ID
Service Type Component Supported Process Year
Area
Category
Indicator
Type
Name
UID
Program Baseline Target Results
Segment Architecture Performance
UID
Fiscal Year
Segment Architecture Development
Measurement Indicator
Target
Actual
Results
Comments
FSAWG
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Step 3
Define Business and Information Requirements
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Activities for Step 3: Define Business and
Information Requirements
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Key Questions Being Answered by Step 3:
Define Business and Information Requirements
• How well does the current (as-is) business and information
environment perform?
• How should the target business and information environment be
designed?
• Have the segment’s goals and performance objectives been translated
into an actionable and realistic target business and information
architecture expressed within business functions, business processes,
and information requirements?
• Have the business and information requirements been analyzed and
documented to the lowest level of detail necessary to form actionable
recommendations?
• Did the business and information analysis provide a synchronized and
cohesive set of recommendations?
• Does the core team understand the adjustments that are required for
the current business and information environments to fulfill the target
performance architecture?
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Activity 3.1: Determine current business and
information environment associated with strategic
improvement opportunities
2.4
Determine the
value chains
for the
common /
mission
services
Define the
business
function model
and associate
it to the value
chain
Analyze
existing IT
investments
that relate to
the business
processes
Analyze processes and
determine high-level
information
requirements including
organizational
relationships
Assess
current
information
sources
3.2
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Activity 3.2: Determine business and
information improvement opportunities
3.1
Align strategic
improvement
opportunities to
the business
architecture
Determine the
required
adjustments to
the business
architecture
Align strategic
improvement
opportunities to
the data
architecture
Determine the
required
adjustments to
the data
architecture
3.3
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Activity 3.3: Define target business and
data architectures
3.2
Define target
business processes
and their performance
including
organizational
relationships
Define target
data
relationships
and business
data stewards
Define the
target
information
services
Ensure target business
and data architecture
addresses strategic
improvement
opportunities
3.4
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Activity 3.4: Validate and communicate
target business and data architectures
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Step 3 Outputs
As-Is Business Value Chain
As-Is Business
Value Chain
Target Business
Value Chain
Diagram
As-Is Business Function Model
Target Business Value Chain
As-Is Key
Business Process
Model
As-Is Business
Function Model
As-Is Key Business Process Models
Target Business Function Model
Target Business
Function Model
Business and
Information
Architecture
Adjustment
Profiles
As-Is Business
Process Swim
Lane Diagram
As-Is Key
Information
Sources and
Qualitative
Assessment
Target Key
Business Process
Model
As-Is Key Business Process Swim Lane Diagram
Target
Information Flow
Diagram
Target Business
Data Mapped to
Key Business
Processes
(CRUD)
Target Key Business Process Models
Target Information Flow Diagram
As-Is Key Information Sources and Qualitative Assessment
Target Business
Process Swim
Lane Diagrams
Target
Information
Sharing Matrix
Target Data
Steward
Assignments
Business and Information Architecture Adjustment Profiles
Target Business Data Mapped to Key Business Processes (CRUD)
Target Business Process Swim Lane Diagrams
Target
Conceptual Data
Model
Business and
Information
Architecture
Presentation
Target Data Steward Assignments
Target Information Sharing Matrix
Target Conceptual Data Model
Business and Information Architecture Presentation
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As-Is / Target Business Value Chain
Business Value Chain Analysis
DOJ
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As-Is / Target Business Function Model –
[Core]
Business Function Model
DOI
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As-Is / Target Key Business Process
Model
Business Activity Model
DoD
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As-Is / Target Business Process Swim
Lane Diagram
Business Process Swim Lane Diagram
San Diego PD
San Diego PD
Vincent Mitchell
Vincent Mitchell
Wanted Person Scenario
Violates Probation
(Trigger 1)
Issues warrant for
Vincent Mithchell’s
arrest
Speeding
(Trigger 2)
Conducts search in
IAFIS/III
Completes Wanted
Person Record
Receives
notification that a
hit was made
against Vincent’s
record
Receives
notfication
IAFIS
IAFIS
Notified LW
record
completed
Completes
arrest process
Cancels
detainee record
Record Hit
Notification
IAFIS QR/QH
Wanted
Person
Record (EW)
III
Not
re
Completes
transaction that
Vincent should be
detained in Los
Angeles
Acknowle
dgement
EW
Entered
EFCON
III
ITN
AFIS
Unsolicited
Notification ($.L)
Canceled
Detainee
Record (XDW)
Detainer
Record (DW)
Appended to
EW record
III
Notification $.A t
remove Wanted
Person Indicato
NCIC
NCIC
License Plate
Search
Wanted Person
Indicator Marked
NCIC
Locate
Wanted
Person
Record
Entered (LW)
NCIC
NCIC
Unsolicited Notification ($.I)
Los Angeles PD
Los Angeles PD
Positive Record Match
Stops subject
Runs license plate
number
Arrests subject
Books and fingerprints
subject
Completes Locate
Wanted Person
Transaction
Receives
notification to
detain Vincent
Completes
arrest process
Extradites
Vincent to San
Diego
DOJ
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Business and Information Architecture
Adjustment Profiles
Business and Information Architecture Adjustment Profiles
Treasury
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Target Information Flow Diagram – [Core]
Target Information Flow Diagram
Foreign
Foreign
Foreign
Foreign
Foreign
Foreign
Fed to
to Foreign
Fed
Foreign
Ste
p
Step Label
No.
1 Observation
Fed to
to Foreign
Fed
Foreign
SAR
SAR
Step 88
Step
Step 66
Step
SAR
SAR
Step 77
Step
AWN
AWN
Fed to
to
SLT
AWN
Fed
SLT
Fed to SLT
SAR
SAR
Step 66
Step
Shared
Shared Space
Space
Shared
Shared Space
Space
NCTC/ITACG
NCTC/ITACG
Fed HQ
HQ
Fed
Step 11
Step
SAR
SAR
Event
Event
LE2
LE2
LE3
2
FedtotoFed
Fed
Fed
Step 33
Step
LE1
LE1
Step 55
Step
Fact
Fact Info
Info
Fed
FedtotoFed
Fed
Step 44
Step
SAR
SAR
Step 55
Step
SAR
SAR
Shared
Shared Space
Space
Step 11
Step
Event
Event
Step 44
Step
Fact Info
Info
Fact
SAR
SAR
Step 11
Step
Fusion
Center
Fusion
Ctr
Fed Field
FedComponent
Field HQ
Step 33
Step
Fact
Fact Info
Info
Step 11
Step
Step 88
Step
Private
Private
Sector
Sector
Component HQ
Step
internal
Step 22 is
is an
an internal
process
prepares
process that prepares
fact
to be
be
fact information to
used
not
used in Step 3. ItItisisnot
reflected
diagram
reflected in this diagram.
Event
Event
AWN
AWN
Fed to
to
PS
AWN
Fed
PS
Fed to PS
Step 22
Step
Initial
Response and
Investigation
Process Description
Notes
The process begins when a person
or persons observe unusual
behavior. Such activities could
include, but are not limited to,
surveillance, photography of
facilities, site breach or physical
intrusion, cyber attacks, possible
testing of security or security
response, indications of unusual
public health sector activity,
unauthorized attempts to obtain
precursor chemical/agents or toxic
materials, or other usual behavior or
sector-specific incidents.
An official of a Federal, State, or
local agency with jurisdiction
responds to the reported
observation. This official gathers
additional facts through personal
observations, interviews, and other
investigative activities. In the
context of priority information
requirements, as provided by State
and major urban area fusion
centers, the officer/agent may use a
number of fact based systems to
continue the investigation. These
fact based systems provide the
officer/agent with a more complete
picture of the activity being
investigated. Some examples of
fact based systems and the
information they may provide
include:
The observer may
be a private citizen,
a government
official, or a law
enforcement officer.
The event may be
documented using a
variety of reporting
mechanisms and
processes, including
but not limited to,
reports of
investigation, event
histories, field
interviews (FI),
citations, incident
reports, and arrest
reports.
The record may be
hard and/or soft
copy and does not
yet constitute an
ISE-SAR.
ISE
Department of Motor Vehicles
provides drivers license and…
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As-Is Key Information Sources and Qualitative
Assessment
ADS Candidate Qualitative Analysis Matrix
DOI
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Target Business Data Mapped to Key
Business Processes
CRUD Matrix
HHS
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Target Data Steward Assignments –
[Core]
Target Data Steward Matrix
Org Unit 1
Org Unit 2
P
Org Unit 3
S
Org Unit 4
S
Org Unit 5
P
S
S
P
S
S
P
P
S
P
S
TASK REFERENCE
RECOMMENDATION
PARTNER
ORGANZIATION
LOCATION
ISSUE
FIRE PROGRAM
PARTNER
Organization
ACTION PLAN
Data Concept
S
S
Org Unit 6
Org Unit 7
S
Org Unit 8
S
Org Unit 9
Org Unit 10
S
S
P = Principle Data Steward
S = Secondary Data Steward
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DOI
78
Target Information Sharing Matrix –
[Core]
Target Information Sharing Matrix
Information
Class
[Information
Class Name]
Information
Provider
[Name of
information
provider]
Information
Provider Data
Source (Structured
or Unstructured)
[Type of provider’s
data source.]
Information
Consumer
[Name of
information
consumer]
Information
Consumer
Data Source
(Structured or
Unstructured)
[Type of consumer’s
data source.]
Information
Sharing
Service Type*
[Type of Data
Exchange or Data
Access Service]
High-Level Requirements
[Identify any associated
high-level requirements
related to security, privacy,
data standards, etc.]
*Data Sharing Service Types are either exchange services or access services as described in FEA
DRM v2.0, Chapter 5. The type of data sharing service usually depends on the structured or
unstructured nature of the provider’s data source to consumer’s structured or unstructured data
source.
*Types of Data Exchange Services
*Types of Data Access Services
Extract/Transform/Load
Context Awareness
Publication
Structural Awareness
Entity/Relationship Extraction
Transactional Services
Document Translation
Data Query
Content Search & Discovery
Retrieval, Subscription and Notification
Note: Access Services typically support many
consumers. Generally, there is no need to identify
specific consumers.
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79
Target Conceptual Data Model – [Core]
Target Conceptual Data Model
HR-LOB
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Step 4
Define the Conceptual Solution Architecture
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Activities for Step 4: Define Conceptual
Solution Architecture
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Key Questions Answered by Step 4: Define
the Conceptual Solution Architecture
• What existing systems and services are deployed within the as-is
conceptual solution architecture?
• How well do the existing systems and services currently support the
mission? Which systems and services should be considered for
retirement and / or consolidation?
• What does the target conceptual solution architecture need to
include in order to fulfill the target performance architecture?
• Are the selected target business functions, systems, and service
components reusable?
• Does the conceptual solution architecture support the target
performance, business, and data architectures developed in prior
steps, along with recommendations for transitioning from the as-is
state to the target state?
• Have the dependencies, constraints, risks, and issues associated
with the transition been analyzed to identify alternatives to be
considered?
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Activity 4.1: Assess systems and technology
environment for alignment with performance,
business, and information requirements
3.4
Collect
information on
existing segment
system and
service
capabilities
Define the as-is
conceptual
solution
architecture
Assess business
value and
performance of
systems and
services
Determine
adjustments
necessary to the
as-is conceptual
solution
architecture
4.2
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Activity 4.2: Define the target conceptual
solution architecture
4.1
Identify service
and solution
reuse
opportunities
Define applicable
high-level
technology,
service, and
information
standards
Identify required
target system and
service
components
Define
relationships
between target
systems and
services
4.3
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Activity 4.3: Identify and analyze system
and service transition dependencies
4.2
Identify and analyze
alternatives for
transition
Develop
recommendations
outlining selected
alternatives
4.4
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Activity 4.4: Validate and communicate
the conceptual solution architecture
Disapproved
Return to Step 4
4.3
Package the
conceptual
solution
architecture
Present the
conceptual
solution
architecture for
approval
Approved
5.1
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Step 4 Outputs
As-Is Conceptual
Solution
Architecture
As-Is Conceptual Solution Architecture
As-Is System and Services Scoring
Target
Conceptual
Solution
Architecture
As-Is System and
Services Scoring
Data Reuse
Target Conceptual Solution Architecture
Target Technical Architecture
Target Technical
Architecture
Target Service Component Architecture
Target Service
Component
Architecture
Data Reuse
Reuse Summary
Reuse Summary
Integrated
Service
Component and
Technology
Model
Integrated Service Component and Technology
Model
Transition
Recommendation
Profile
Transition Recommendation Profile
Transition
Recommendation
Sequencing
Diagram
Conceptual
Solution
Architecture
Presentation
FSAM Version 1.0
Recommendation
Sequencing
Milestones
Transition Recommendation Sequencing Diagram
Recommendation Sequencing Milestones
Conceptual Solution Architecture Presentation
88
As-Is / Target Conceptual Solution
Architecture – [Core]
Business Function 1
System Interface Diagram
As-Is Conceptual Solution Architecture
Author:
Project:
Date:
Revision:
Status:
Version:
Legend
Core System
Core System
(To-Be Retired)
X Bureau and DO Architects
X Segment Architecture
6/13/2006
3/28/2007
Final
1.7
Agency
Scanned Image
(Organization)
Feeder System
Acct Balance
Enterprise Service
Acct Balance
FPA
Response
Agency Transaction
Data
SPTE
ID
PASA
RF
PAYMENTS
Link R
PFO
Bank
FED II
Acct Balance
Scanned Image
SCFI
SLOAG II
Link
TRACK
Acct Balance Delta
Agency Data
Agency
Data
Agency Balances
Org. Info.
MP
RATS
Agency Data
Origination
Data
Account Info.
STCAF II
Agency Data
MAS
OMB
Acct Balance
Agency Transaction Data,
Account and Organization Info.,
Account Balances
EFAC
Acct.
Info.
STCAF I
Account & Org Data
Agency Data
RECAP
Agency
Data
Scanned Image
Account Info
TSIS
TSRIF
Agency Data
SLOAG I
Agency Data
Business Function 1
Account Balances
CAPI
Transaction
Data
SCART
ID
Treasury
Genral Ledger
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As-Is System and Services Scoring
As-is systems and services
description and scoring
DOI
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Target Technical Architecture – [Core]
Technology Model
HRLOB
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Target Service Component Architecture –
[Core]
Service Component Model (SCM)
HRLOB
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Data Reuse – [Core]
Data Reuse
Reused Exchange Reused Exchange
Package Name
Package
Description
Exchange Package Definition and Reuse
Organizational
Exchange Package Exchange Package
Owning
Using Information
Owner
Data Steward
Data Steward
Information System
System
(Organization)
Agency Code
Information Exchange Package Reuse Information
Note: Complete this list for each exchange package to identify associated reused data entities
Reused Exchange Reused Data Entity Reused Data Entity Entity Data Steward Entity Data Steward
Package Name
Name
Description
(Organization )
Agency Code
FSAWG
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Reuse Summary – [Core]
Reuse Summary
Segment Reuse
Segment Name
Segment Code
Segment Reuse Explanation
BRM Business Area
Reused Business Capabilities List
BRM Line of Business
BRM Sub-Function
Providing
Organization
Agency Code
System Name
Reused Information System List
System Description
System Owner
Agency Code
Segment
Service Name
Reused System Service List
Service Description
System Name
System Owner
Agency Code
FSAWG
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Integrated Service Component and
Technology Model
Integrated Service Component and Technology Model
Information Flow
Control Flow
HR-LOB
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Transition Recommendation Profile
Transition Recommendation Profile
Strategic, Business or Investment Improvement
Opportunity:
Summary of Effect on Strategic, Business or
Investment Improvement Opportunity:
Affected Business Function/Process, Information or
Service Area(s):
Summary of Transition Recommendation:
(This may include transition to a target or intermediate state. Also include a transition sequencing diagram)
Risks / Issues:



Relationships and Dependencies:



Estimate of Costs:



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96
Transition Recommendation Sequencing
Diagram
Transition Recommendation Sequencing Diagram
RETIRE: System Name
RETIRE: System Name
TARGET INTERFACE: Information Exchange
RETIRE: System Name
RETIRE: System Name
RETIRE: System Functionality
CONSOLIDATE: System Name
TARGET: System Name
LEGEND
Green Boxes = Systems will exist in the target environment
Red Boxes = Systems that are to be Retired
Investment retirement of interface point
DOI
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Recommendation Sequencing Milestones
Recommendation Sequencing Milestones
Segment Code
Segment Name
Segment Description
Organizational Owner
Agency Code
Segment Type
Priority Segment? (Y/N)
Segment Development Phase
Segment Transition Plan
Target
Actual
Milestone
IT Investment,
Dependency
Milestone Description Completion Completion
ID
System or Program
ID
Date
Date
Dependencies /
Constraints
FSAWG
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Step 5
Author the Modernization Blueprint
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Activities for Step 5: Author the
Modernization Blueprint
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Key Questions Being Answered by Step 5:
Author the Modernization Blueprint
• Have the findings from the previous steps been identified and
categorized?
• Have the transition options been analyzed for costs, benefits, and
risks in order to develop recommendations for implementation?
• Are the recommendations described in a detailed, actionable
segment architecture blueprint supported by a holistic analysis of
segment business, data, technology, and service components?
• Has the blueprint and sequencing plan been reviewed and approved
by the executive sponsor, business owner(s), and core team?
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Activity 5.1: Perform cost / value / risk analysis to
develop implementation recommendations
4.4
Identify
findings
Develop
transition
options
Perform cost /
value / risk
analysis to
compare
transition
options
Develop prioritized
implementation
recommendations
Develop
lessons
learned
5.2
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Activity 5.2: Develop draft blueprint and
sequencing plan
5.1
Develop the
draft work
breakdown
structure
Develop the
draft
sequencing
plan
Develop the
draft
segment
blueprint
5.3
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Activity 5.3: Review and finalize the
blueprint and sequencing plan
5.2
Distribute the
draft segment
blueprint for
review
Collect
comments
Develop the
final segment
blueprint
5.4
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Activity 5.4: Brief core team and obtain
approval
5.3
Distribute final
review
materials
Conduct
review and
obtain
approval
End
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Step 5 Outputs
Analysis of Cost, Value and Risk for Transition Options
Analysis of Cost,
Value and Risk
for Transition
Options
Record of
Decision (ROD)
Proposed
Implementation
Recommendations
Approved Segment
Architecture
Blueprint
Document (incl.
Sequencing Plan)
Strategic Systems
Migration /
Sequencing
Overview
Blueprint
Executive
Summary
Presentation
Recommendation
Implementation
Sequencing Plan
Feedback
Tracking
Document and
Feedback Action
Report
Proposed Implementation Recommendations
Strategic Systems Migration / Sequencing Overview
Transition Plan Milestones
Recommendation Implementation Sequencing Plan
Segment Mappings
Transition Plan
Milestones
Segment
Mappings
Segment
Architecture
Blueprint
Document (incl.
Sequencing Plan)
Segment Architecture Blueprint Document (incl.
Sequencing Plan)
Document Review Log
Feedback Tracking Document and Feedback Action Report
Blueprint Executive Summary Presentation
Document
Review Log
Approved Segment Architecture Blueprint Document (incl.
Sequencing Plan)
Record of Decision (ROD)
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Analysis of Cost, Value and Risk for
Transition Options
Value Measuring Methodology Cost to Value Matrix
GSA
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Proposed Implementation
Recommendations
Recommendation Implementation Overview
FSAWG
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Strategic Systems Migration / Sequencing
Overview – [Core]
Recommendation Sequencing Diagram
DOI
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Transition Plan Milestones – [Core]
Segment Transition Plan Milestones
Segment Code
Segment Name
Segment Description
Organizational Owner
Agency Code
Segment Type
Priority Segment? (Y/N)
Segment Development Phase
Segment Transition Plan
Target
Actual
Milestone
IT Investment,
Dependency
Milestone Description Completion Completion
ID
System or Program
ID
Date
Date
Dependencies /
Constraints
FSAWG
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Recommendation Implementation
Sequencing Plan
Implementation Sequencing Plan
FSAWG
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Segment Mappings – [Core]
Segment Mapping
Current /
Target
BRM Business Area
Current /
Target
SRM Service Domain
Current /
Target
TRM Service Area
IT Investment Name
BRM Mapping
BRM Line of Business
SRM Mapping
SRM Service Type
TRM Mapping
TRM Service Category
IT Investment Mapping
IT Investment UID
(from Exhibit 53 if
applicable)
PARTed PARTed Program Name
Program
ID
PARTed Program
Associated IT
Investment
BRM Sub-Function
SRM Component
TRM Service Standard
IT Investment
Description
Associated Investment
UID
(from Investment
Mapping)
Supported
or Used
by
Segment?
(Y/N)
FTF Initiative Use
FTF Initiative Name
Explanation for NOT Using
the FTF Inititaive (if
applicable)
Recreation One-Stop
GovBenefits.gov
E-Loans
USA Services
IRS Free File
Disaster Assistance Improvement Plan
E-Rulemaking
Expanding Electronic Tax Products for
Businesses
Federal Asset Sales
International Trade Process Streamlining
Business Gateway
Case Management LoB
Consolidated Health Informatics/ Federal
Health Architecture
Geospatial One-Stop
Disaster Management
SAFECOM
E-Vital
Grants.Gov
Grants Management LoB
Geospatial LoB
E-Training
Recruitment One-Stop
Enterprise HR Integration
E-Clearance
E-Payroll
E-Travel
Integrated Acquisition Environment
E-Records Management
FSAWG
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Segment Architecture Blueprint Document (incl.
Sequencing Plan) – [Core]
Modernization Blueprint
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FSAM provides additional tools to support the
document review and comment process
Document Review Form
Feedback Tracking and Action Report
Feedback Tracking and Action Report
Feedback Date Document
ID
/ Version
Reviewer
Section and Paragraph,
Comment or
Page No. Figure, Table
Change Request
or Other
Reference
Rationale
Reviewer
Title /
Name Organization
Feedback
Email
Owner
and/or
Phone No:
Action
Date
Updated
Completed Document
and Version
FSAWG
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Blueprint Executive Summary
Presentation
• At the end of Step 5, a presentation is prepared as part of the review
with the core team and key stakeholders
• The Modernization Blueprint is reviewed and approved
• A record of decision (ROD) documents the core team approval
• The Modernization Blueprint is ready to move forward into other
governance processes for capital planning and investment review
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Enterprise Architecture
Segment Reporting (EASR)
Integration with FSAM
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Purpose of the Template
Performance Layer
• The Segment Template has been created to report information
generated from the FSAM to meet OMB’s EA Assessment
Framework 3.0 Criteria
FSAM
Strategic Performance
Segment Performance
EA Defined
Metrics
PART
PAR
Program Performance
Investment Performance
EAAF 3.0
Exhibit 300
Segment Template
OMB EA Submission
• Four main goals for this effort:
o
o
o
o
Ensure agency segment architectures are generating results
Identify opportunities for reuse and cross-agency collaboration
Provide a format for architects to engage with business owners
Provide updated, standardized segment information to OMB
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Segment Report Sections/Forms
Form
Description
Identification
Provides descriptive information about the Segment and its current
state.
Mappings
Contains mappings of the Segment to the FEA and to Investments,
Programs, and Cross-Agency Initiatives
Performance
Creates a comprehensive line of sight for Segment performance as
well as financial and non-financial success stories attributed in whole
or in part to the Segment Architecture
Transition
Planning
Provides Segment Progress Milestones that track the development of
a Segment within an Agency. These milestones may different from
those found in the Exhibit 300s as they focus on the activities that will
take the Segment from Notional to Complete.
Collaboration &
Reuse
Provides information on Business, Data, and Information
System/Service Reuse by the Segment and Partners or other
Stakeholders related to the Segment
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Four Stages of Segment Completion
Notional –
• Segment is defined and reported to OMB
• Exhibit 53 Investments are aligned to the Segment
Planned –
• FEA, FTF, PARTed Programs, and E-Gov Mappings are included
• Some Performance Metrics and Transition Milestones
• Some Performance Metrics for PAR and PARTed Programs
In-Progress –
• Performance Milestones included from the ETP
• Performance Metrics provided for all four performance forms
• Initial set of reusable Data Entities and Exchanges Identified
• Initial set of reusable Business Capabilities Identified
• Initial set of reusable Information Systems Identified
Completed –
• Completed Segment has been signed off on by the mission/business owner
• Current scope of completed segment may be less than the target scope
• Template currently includes FEA mappings for the Target state
• Additional documentation may be required when submitting to OMB
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Identification & Segment Mapping Forms
Segment Code
Name
Description
SEGMENT
IDENTIFICATION
Basic Segment
Identification
Information
Organizational Owner
Agency Code
Segment Architecture Type
Segment Development Phase (taxonomy)
Priority Segment
SEGMENT MAPPING FORM
IT Investment Mapping
IT Investment Name
IT Investment UID
Description
PARTed Program Mapping
PARTed Program Name
PARTed Program ID
Associated IT Investment
IT Investment UID
FTF Initiative Use
FTF Initiative Name
FTF Supported or Used by Segment?
(Y/N)
Recreation One-Stop
Yes
------
GovBenefits.gov
No
Not Applicable
E-Loans
No
Applicable, but it is not being used because…..
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Explanation for NOT Using the FTF
Initiative (if applicable)
Segment
Alignment /
Mapping also
includes FEA
Reference Models
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Performance Form
SEGMENT PERFORMANCE
Strategic Performance
Fiscal Year
PAR Metric
Component, Bureau,
Operating Division, etc
Agency
Code
Strategic
Goal
Target
Actual
Achieved?
Segment Performance
Fiscal Year
Metric
Target
Actual
Comments
* FSAM Performance
Scorecard requires
identical information
Program Performance
Program
Component, Bureau,
Operating Division, etc
Agency Code
Year
Assess
ed
Final Rating
Business Performance
Fiscal Year
Metric
ID
Metric Type
Measurement
Indicator
IT Investment
Name
System/
App/
Program
Strategic
Goal
Line of
Business or
Service Type
Sub-Function
or Service
Component
Agency
Business
Process
Target
Actual
Input, Output,
Outcome
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Performance Form
• The Performance Form is intended to capture Segment Performance at
multiple levels;
o
o
o
o
Strategic Layer – High level metrics showing support of Agency Strategic Goals
Segment Layer – Segment specific metrics such as Cost Savings and Avoidance
Program Layer – Program and PART specific metrics
Business Layer – IT Investment and Activity metrics based on the PRM Line of Sight
Performance Layer
• Segment Performance should leverage current performance
architecture activities as indicated in the diagram below
Strategic Performance
Segment Performance
EA Defined
Metrics
PART
Program Performance
Business Performance
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PAR
ITI
LoB
Exhibit 300
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Transition Planning Form
• Transition Planning is focused on showing the activities and
milestones that help mature a Segment towards Completion
• Sample Segment Development Milestones may include
o
o
o
o
o
Segment Architecture Document Development
Business Process Reengineering
Target Architecture Development
System Retirement/Implementation
Business Owner Sign-Off
Segment Transition Plan
Milestone
ID
IT Investment/ System/
Program/ etc…
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Segment
Milestone
Target Completion
Date
Actual Completion
Date
Dependant on
Milestone X
Dependencies/
Constraints
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Collaboration and Reuse Form
Segment Reuse
Business Reuse
Reused Segment List
Segment Name
• Reuse of other Segments
Segment Code
Segment Reuse Explanation
• Major stakeholders
• Business Capability/ Activity Reuse
Stakeholder
Stakeholder
Agency Code
Reused Business Capability List
BRM Business Area
BRM Line of Business
BRM Sub-function
Providing Organization
Agency Code
Sys/Service Data Reuse
Reused Data Exchange Package List
Data Exchange
Package Name
Data Exchange
Description
Organizational
Owner
Data
Steward
Owning
Information System
Agency Code
Reused Data Entity List
Data Package Name
Data Entity Name
Using Information
System
• Data Exchanges
Description
Data Steward (Org)
Agency Code
• Data Entity Reuse
Reused Information System List
System Name
System Description
System Owner
Agency Code
• Secondary IT
Investment Mappings
Reused (Consumed) System Service List (context: SOA)
System Service Name
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System Service Description
System Name
Provider Organization
Agency Code
• System Service
(SOA) Reuse
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FSAM includes artifacts designed to align
with the Segment Architecture Template
Segment Architecture Template
Corresponding FSAM Artifact
Segment Identification
Segment identification information is created in the
EA-level processes that define and prioritize
segments.
Segment Mapping Form
Segment Mappings
Segment Performance Form
Performance Scorecard
Enterprise Transition Plan Form
Transition Plan Milestones
Segment Reuse Form
Segment / Business / System / Service Reuse
Data Reuse
Stakeholders and their relationships
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Thank You!
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