Management Touch Point Life Cycle ComparisonIn support of the Enterprise Business Transformation (EBT) within Programs and Resources of the U. S. Marine Corps, Ursa Major developed an analysis of thirty-eight Management Touch Points (MTPs). This work was done through Catapult Consultants and Catoctin Consulting.

These MTPs are Federal, Department of Defense (DoD), Department of the Navy (DON), and Marine Corps guidance documents, organizations, objectives, and standards that govern the management of enterprise architectures (EA), systems, and data across the Marine Corps. The MTPs were analyzed across the solutions life cycle, to identify gaps and potential duplications and create a resource providing insight into this important area.

Through this work, Dorothy Firsching updated her knowledge of the Federal Enterprise Architecture Framework (FEAF-II), Federal guidance,  the DoD Architecture Framework (DoDAF), DoD guidance, DON EA guidance and organization, and Marine Corps EA Guidance and organization.  Lifecycle frameworks, including the Business Capability Lifecycle (BCL) and the Joint Capability Integration and development System (JCIDS) were also analyzed, as were the requirements for interoperability and supportability of IT and national security systems (NSS). The MTPs were mapped to the solutions and investment life cycle.

Gaps and overlaps were identified, and additional MTPs were proposed to fill the gaps. MTP overlaps are not redundancies, but instead require a roadmap to determine the most appropriate or mandated path for a given effort. There is recent and continuing work to update the management of DoD, DON, and Marine Corps EA and systems investments. Additional actions were recommended to leverage these improvements.

Overall, it was a very interesting and well-received project. We look forward to continuing to support the EBT office in the future.

Published in Ursa Major News

There comes a time to re-assess business processes and information technology in use. The catalyst may be recognition that processes are not effective, that the business is facing new challenges, that technology needs a refresh and people are stuck in their old ways. Frequently, there is pressure to do more with less.

Ursa Major helps clients align business processes with strategy.  We start with the big picture, and ask for the strategic plan and other guidance to understand where the organization is focused.  In some cases, we've conducted a gap analysis or facilitated strategic planning to update an organization's goals and objectives, prior to delving into the details of its business processes.

Our approach is to work closely with client personnel, to both model their existing processes and lead them though an innovation process to encourage creativity and explore new alternatives. In key areas, we help them conduct benchmarking with other organizations to identify best practices. Based upon the results, we model and facilitate concensus around new processes and develop an implementation plan.

This process is called Enterprise Architecture (EA):  alignment of business processes to achieve mission objectives, supported by appropriate technology, and measurable by appropriate performance measures.  The Federal government has realized that business-led architecture is more successful in meeting strategic goals and responding to changing mission needs than technology- or budget-driven architecture. The Federal EA Practice Guidance summarizes it in the image below:
Performance-Improvement-Lifecycle

The EA provides a shared view of the current and future state. Prioritizing investments by segment helps define the implementation and funding strategy, and executing implementation plans provide strategic results that are measured by improved mission outcomes.  The results also provide feedback into the architecture development processes for additional phases of improvements.

We have done EA for federal agencies, using federal standards, and for commercial and nonprofit organizations.  We  have conducted workshops and focus groups nationwide both in person and using virtual / social networking technologies, to develop integrated processes and systems spanning organizational boundaries.  The abilities and expertise are in your organizations -- you just need some help to get it all organized. The results are always impressive!

Most recently, in 2013, we conducted an EA analysis of Management Touchpoints for the U. S. Marine Corps' Enterprise Business Transformation Office.

 

Published in Strategic Consulting
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