Treasury Enterprise Architecture Framework (TEAF)

Treasury Enterprise Architecture Framework
July 2000 Version 1
Department of the Treasury Chief Information Officer Council
www.treas.gov/cio
Treasury Enterprise Architecture Framework
Version 1 July 2000
Department of the Treasury Chief Information Officer Council www.treas.gov/cio

2000 Department of the Treasury. All Rights Reserved.
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The undersigned do hereby endorse this Treasury Enterprise Architecture Framework. Signed July 3, 2000
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Credits
The Treasury CIO Council appreciates the contributions made by the following members of the Treasury Architecture Working Group to the development of the Treasury Enterprise Architecture Framework (TEAF).
Name Jos Acosta Jeffrey C. Befumo Albert. E. Chauza Pete Corcoran Diane Dewberry Patty Haverstick Daryl J. Knuth Tom Lucas Calvin Kidd Tom Kingery Sue McConnell Asghar Noor Gerhard Stoopman John Suckling Rob Thomas Agency U.S. Mint U.S. Secret Service Internal Revenue Service Bureau of the Public Debt Office of the Comptroller of the Currency Department of the Treasury U.S. Customs Service Internal Revenue Service Financial Management Service Department of the Treasury Financial Management Service (Formerly of the Department of the Treasury) Department of the Treasury, Departmental Offices Bureau of the Public Debt U.S. Customs Service
The MITRE Corporation supported the Department of the Treasury in the preparation of the TEAF. The following MITRE staff members and contractors contributed to the TEAF.
John Anderson Ray Beamer Robin Burdick Susan Chapin Scott Coston Dick Epstein (Aquent) Jim Fulton Ruby Giles Glenn Himes Douglas Hoff (Aquent) Janet Park Hyle Poole Ann Reedy Andy Reho Kathie Sowell Rick Tucker
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Table of Contents
1 Introduction ......................................................................................................... 1
1.1 1.2 1.3 1.4 Purpose of the Treasury Enterprise Architecture Framework ........................................... 1 Audience ............................................................................................................................ 2 Benefits of an Enterprise Architecture............................................................................... 3 Document Overview .......................................................................................................... 4
2 Background.......................................................................................................... 8
2.1 Direction for Establishing Enterprise Architectures .......................................................... 8 2.2 Direction for the TEAF...................................................................................................... 9 2.3 Goals of the TEAF ........................................................................................................... 10 2.4 Treasury EA Responsibilities and Principles................................................................... 11 2.4.1 Treasury Responsibilities .......................................................................................... 11 2.4.2 Bureau Responsibilities............................................................................................. 12 2.4.3 Treasury Enterprise Architecture Principles ............................................................. 12
3 Enterprise Architecture Framework .................................................................. 14

3.1 Purpose............................................................................................................................. 14 3.2 Framework Overview ...................................................................................................... 14 3.3 TEAF Matrix of Views and Perspectives ........................................................................ 15 3.3.1 General Concept of a View ....................................................................................... 15 3.3.2 Views......................................................................................................................... 16 3.3.3 Perspectives............................................................................................................... 17 3.3.4 Extensibility to Other Views and Perspectives ......................................................... 18 3.4 Work Products ................................................................................................................. 20 3.4.1 Overview ................................................................................................................... 20 3.4.2 Essential vs. Supporting Work Products ................................................................... 20 3.4.3 EA DirectionResources and Work Products ......................................................... 22 3.4.4 EA DescriptionWork Products.............................................................................. 23 3.4.5 EA AccomplishmentWork Products ..................................................................... 25
4 Enterprise Architecture Activities ..................................................................... 26

4.1 4.2 5.1 5.2 EA in the Enterprise Life Cycle....................................................................................... 26 Basic EA Activities.......................................................................................................... 27 Need for an EA ................................................................................................................ 28 Principles and Objectives................................................................................................. 28
5 Guidance for Formulating an Enterprise Architecture Strategy ....................... 28 6 Guidance for Enterprise Architecture Management.......................................... 29
6.1 EA Roadmap Development ............................................................................................. 29 6.2 EA Roles and Responsibilities......................................................................................... 29 6.2.1 Methodologies........................................................................................................... 31 6.2.2 Tailoring .................................................................................................................... 32 6.2.3 Compliance and Waivers .......................................................................................... 32 6.2.4 Activities and Schedule............................................................................................. 32 6.3 Enterprise Architecture Configuration Management....................................................... 32
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6.3.1 Enterprise Architecture Configuration Management Process................................... 33 6.3.2 Architecture Management Responsibilities .............................................................. 35 6.4 Investment Management.................................................................................................. 35
7 Guidance for Developing an Enterprise Architecture Approach ...................... 38

7.1 Staged Approach for EA Development ........................................................................... 38 7.2 Sources of Information .................................................................................................... 38 7.3 Enterprise ArchitectureAn Integrated Model............................................................... 39 7.4 EA Repository.................................................................................................................. 40 7.4.1 Purpose ...................................................................................................................... 40 7.4.2 Approaches................................................................................................................ 41 7.5 Work Product Development Tools .................................................................................. 41
8 Guidance for Producing the Enterprise Architecture Repository ..................... 42

8.1 8.2 8.3 Populating the Repository................................................................................................ 42 Presenting EA Information .............................................................................................. 42 Assessment of EA Effectiveness ..................................................................................... 43
Appendix A: Work Products .................................................................................. 44

A.1 Overview of Work Products ............................................................................................ 44 A.2 Essential vs. Supporting Work Products.......................................................................... 44 A.3 Overview of Work Products ............................................................................................ 46 A.3.1 EA DirectionResources and Work Products ............................................................ 46 A.3.2 EA DescriptionWork Products in the TEAF Matrix ................................................ 47 A.3.2.1 Overview of Essential EA Description Work Products ............................................ 47 A.3.2.2 Overview of Supporting EA Description Work Products......................................... 48 A.3.3 EA AccomplishmentWork Products ........................................................................ 49 A.4 Descriptions of Work Products........................................................................................ 50 A.4.1 EA DirectionEssential Work Products ..................................................................... 50 A.4.1.1 Information Assurance Policy (Essential)................................................................. 50 A.4.1.2 Enterprise Architecture Roadmap (Essential) ........................................................... 50 A.4.2 EA DirectionSupporting Work Product ................................................................... 51 A.4.2.1 Enterprise Principles (Supporting) ............................................................................ 51 A.4.3 EA DescriptionEssential Work Products.................................................................. 51 A.4.3.1 Mission and Vision Statements (Essential)............................................................... 52 A.4.3.2 Information Dictionary (Essential)............................................................................ 52 A.4.3.3 Organization Chart (Essential) .................................................................................. 53 A.4.3.4 Technical Reference Model (Essential) .................................................................... 55 A.4.3.5 Standards Profile (Essential) ..................................................................................... 60 A.4.3.6 Activity Model (Essential) ........................................................................................ 65 A.4.3.7 Information Assurance Trust Model (Essential) ....................................................... 69 A.4.3.8 Information Exchange Matrix, Conceptual (Essential)............................................. 73 A.4.3.9 Node Connectivity Description, Conceptual (Essential)........................................... 77 A.4.3.10 Information Assurance Risk Assessment (Essential) ............................................ 81 A.4.3.11 System Interface Description, Level 1 (Essential)................................................. 84 A.4.4 EA DescriptionSupporting Work Products .............................................................. 89 A.4.4.1 Business Process/System Function Matrices (Supporting)....................................... 90 A.4.4.2 Event Trace Diagrams (Supporting) ......................................................................... 91
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A.4.4.3 State Charts (Supporting) .......................................................................................... 93 A.4.4.4 Data/Function and/or Data/System CRUD Matrices (Supporting)........................... 98 A.4.4.5 Logical Data Model (Supporting) ........................................................................... 100 A.4.4.6 Node Connectivity Description, Logical (Supporting) ........................................... 102 A.4.4.7 System Interface Description, Levels 2 and 3 (Supporting) ................................... 102 A.4.4.8 System Functionality Description (Supporting)...................................................... 103 A.4.4.9 Physical Data Model (Supporting).......................................................................... 106 A.4.4.10 Node Connectivity Description, Physical (Supporting)....................................... 108 A.4.4.11 System Interface Description, Level 4 (Supporting) ........................................... 108 A.4.4.12 System Performance Parameters Matrix (Supporting) ........................................ 109 A.4.4.13 Other Supporting EA Work Products .................................................................. 110 A.4.5 EA AccomplishmentWork Products ...................................................................... 111 A.4.5.1 Enterprise Transition Strategy (Essential)............................................................... 111 A.4.5.2 Forecasts (Supporting) ............................................................................................ 115
Appendix B: Relationship to Other Frameworks and Guidance ......................... 117

B.1 Federal Enterprise Architecture Framework.................................................................. 117 B.1.1 Summary..................................................................................................................... 117 B.1.2 Alignment of TEAF with FEAF................................................................................. 119 B.2 Clinger-Cohen Act and OMB Circular A130 .............................................................. 122 B.2.1 Clinger-Cohen Act...................................................................................................... 122 B.2.2 OMB Circular A130 ................................................................................................. 122 B.2.3 TEAF Adaptation of A130 ....................................................................................... 123 B.2.4 Mapping of TEAF to Enterprise Architecture Components in A130....................... 124 B.2.4.1 Business Process ..................................................................................................... 124 B.2.4.2 Information Flow and Relationships ....................................................................... 125 B.2.4.3 Applications ............................................................................................................ 126 B.2.4.4 Data Descriptions and Relationships....................................................................... 126 B.2.4.5 Technology Infrastructure ....................................................................................... 127 B.3 Information Assurance................................................................................................... 127 B.4 Zachman Framework ..................................................................................................... 128 B.4.1 Summary..................................................................................................................... 128 B.4.2 Alignment of TEAF with the Zachman Framework .................................................. 128 B.5 TISAF 1997 ................................................................................................................... 131
Appendix C: Repository Tools............................................................................. 132 Appendix D: Glossary of Terms ........................................................................... 134 Appendix E: Acronyms ........................................................................................ 145 Appendix F: References and Resources............................................................... 147
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List of Figures
Figure 1: Overview of the Framework for EA Direction, Description, and Accomplishment .... 14 Figure 2: TEAF Matrix of Views and Perspectives ..................................................................... 15 Figure 3: TEAF Core Views ........................................................................................................ 16 Figure 4: TEAF Core Perspectives............................................................................................... 17 Figure 5: Resources and TEAF Work Products for EA Direction, Description, and Accomplishment.................................................................................................................... 21 Figure 6: TEAF Matrix with Essential and Supporting Work Products ...................................... 23 Figure 7: Notional ELC Activities ............................................................................................... 26 Figure 8: Example of Technology Architecture Management Roles and Responsibilities ......... 30 Figure 9: Example of an Investment Management Process ......................................................... 36 Figure 10: Example: IMP/Architecture Project Assessment Framework .................................... 37 Figure 11: General Components of an EA Development Environment....................................... 39 Figure 12: Resources and TEAF Work Products for EA Direction, Description, and Accomplishment.................................................................................................................... 45 Figure 13: The TEAF Matrix of EA Views and Perspectives...................................................... 47 Figure 14: Essential EA Description Work Products in the TEAF Matrix.................................. 48 Figure 15: Supporting EA Description Work Products in the TEAF Matrix............................... 49 Figure 16: Organization ChartGeneric Example...................................................................... 53 Figure 17: Example: U.S. Customs Service Technical Reference Model (Adapted) .................. 55 Figure 18: Example: U.S. Customs Service TRM Service Areas, Domains, and Sub-domains. 56 Figure 19: Example: U.S. Customs Service TRM Sub-domain Status Categories..................... 57 Figure 20: Activity ModelGeneric Examples .......................................................................... 66 Figure 21: Node Connectivity DescriptionGeneric Example .................................................. 78 Figure 22: System Interface Description, Levels 1, 2, 3, 4Generic Examples......................... 85 Figure 23: Event Trace DiagramGeneric Example .................................................................. 91 Figure 24: Template for a Simple State Transition Diagram ....................................................... 93 Figure 25: State ChartNested State Structure Template........................................................... 93 Figure 26: State ChartConcurrent Activity State Structure Template...................................... 94 Figure 27: State ChartComplex Transition Template .............................................................. 94 Figure 28: CRUD MatrixGeneric Example ............................................................................. 98 Figure 29: Logical Data ModelGeneric Example .................................................................. 100 Figure 30: System Functionality DescriptionGeneric Example............................................. 103 Figure 31: Physical Data ModelOptions ................................................................................ 106 Figure 32: Evolution of Architectures from Legacy/Production to Modernized ....................... 111 Figure 33: Evolution Timeline ChartGeneric Example ......................................................... 112 Figure 34: Federal Enterprise Architecture Framework ............................................................ 117 Figure 35: Correspondence Between TEAF Views and FEAF Focus Architectures (Columns)119 Figure 36: Correspondence Between TEAF and FEAF Perspectives (Rows) ........................... 120 Figure 37: Alignment of TEAF Work Products to FEAF Matrix.............................................. 121 Figure 38: The Zachman Framework......................................................................................... 129 Figure 39: Alignment of TEAF Work Products with the Zachman Framework ....................... 130
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List of Tables
Table 1: Treasury Architecture Principles ................................................................................... 13 Table 2: Information Assurance Goals, Services, and Functions ................................................ 19 Table 3: Basic EA Activities and Key Issues............................................................................... 27 Table 4: Example of Architecture Management Roles and Responsibilities............................... 31 Table 5: Enterprise-level Baselines.............................................................................................. 34 Table 6: Organization ChartInformation Attributes................................................................. 54 Table 7: Example: U.S. Customs Service TRM Sub-domain Status Category Definitions........ 57 Table 8: Technical Reference ModelInformation Attributes ................................................... 58 Table 9: Standards ProfileNotional Example........................................................................... 61 Table 10: Standards ProfileInformation Attributes.................................................................. 62 Table 11: Activity ModelInformation Attributes ..................................................................... 66 Table 12: Information Assurance Trust ModelGeneric Example ............................................ 70 Table 13: Information Assurance Trust ModelInformation Attributes.................................... 70 Table 14: Information Exchange MatrixGeneric Example ...................................................... 74 Table 15: Information Exchange MatrixInformation Attributes.............................................. 75 Table 16: Node Connectivity DescriptionInformation Attributes............................................ 79 Table 17: IA Risk AssessmentInformation Attributes ............................................................. 81 Table 18: System Interface DescriptionInformation Attributes............................................... 86 Table 19: Business Process/System Function MatrixGeneric Example .................................. 90 Table 20: Business Process/System Function MatrixInformation Attributes .......................... 90 Table 21: Event Trace DiagramInformation Attributes ........................................................... 92 Table 22: State ChartInformation Attributes............................................................................ 94 Table 23: Data/Function CRUD MatrixInformation Attributes............................................... 99 Table 24: Logical Data ModelInformation Attributes ........................................................... 101 Table 25: System Functionality DescriptionInformation Attributes...................................... 104 Table 26: Physical Data ModelInformation Attributes .......................................................... 107 Table 27: System Performance Parameters MatrixNotional Example .................................. 109 Table 28: System Performance Parameters MatrixInformation Attributes............................ 109 Table 29: Evolution Timeline ChartInformation Attributes .................................................. 113 Table 30: Technology ForecastGeneric Example .................................................................. 115 Table 31: Technology ForecastInformation Attributes.......................................................... 116
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1 Introduction
1.1 Purpose of the Treasury Enterprise Architecture Framework
The Department of the Treasury (Treasury) has developed the Treasury Enterprise Architecture Framework (TEAF) to provide: A framework for producing an Enterprise Architecture (EA) Guidance for developing and using an EA Guidance for managing EA activities
Enterprise An organization supporting a defined business scope and mission. An enterprise is comprised of interdependent resources (people, organizations, and technology). These resources must coordinate their functions and share information in support of a common mission (or set of related missions). Framework A logical structure for classifying and organizing complex information.
Source: FEAF Version 1.1
The TEAF provides guidance to the Department and its bureaus in developing enterprise architectures that: Meet the needs of each bureau Fulfill federal requirements Are consistent and comparable across the Department, including the bureaus and offices
The Department of the Treasury consists of bureaus and offices that can be considered individual enterprises. The Department is itself an enterprise with its own department-level functions, and synchronizes related activities across its constituent bureaus and offices. An EA provides the enterprise with a foundation for two essential activities: Performing strategic planning and investment management Providing direction for systems engineering activities in support of business needs
Enterprise Architecture A strategic information asset base, which defines the agencys mission and business activities supporting the mission, the information necessary for agency operations, the technologies necessary to support operations, and the transitional processes necessary for implementing new technologies in response to changing business needs. An enterprise architecture is an integrated model or representation.
Source: Adapted from FEAF Version 1.1
Effective management and strategic decision making, especially for information technology (IT) investments, require an integrated view of the enterpriseunderstanding the interrelationships among the business organizations, their operational processes, and the information systems that support them. An EA formalizes the identification, documentation, and management of these interrelationships, and supports the management and decision processes. The EA provides substantial support for evolution of an enterprise as it anticipates and responds to the changing needs of its customers and constituents. The EA is a vital part of the enterprises decisionmaking process, and will evolve along with the enterprises mission.
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The TEAF has been designed to help both the bureaus and the Department develop and maintain their EAs. The TEAF aims to establish a common EA structure, consistent practices, and common terminology; and to institutionalize EA governance across the Department. This architectural consistency will facilitate integration, information sharing, and exploitation of common requirements across Treasury.
1.2 Audience
The audience for the TEAF is the Department of the Treasury, its operating bureaus, and the Departmental Offices (DO). The Departmental Offices are responsible primarily for the formulation of policy and management of the Department as a whole, while the operating bureaus carry out the specific operations assigned to the Department. The following bureaus and offices make up Treasury: Departmental Offices Internal Revenue Service U.S. Customs Service Bureau of Alcohol, Tobacco, and Firearms U.S. Secret Service Federal Law Enforcement Training Center Financial Crimes Enforcement Network Office of the Comptroller of the Currency Office of Thrift Supervision U.S. Mint Bureau of Engraving and Printing Bureau of the Public Debt Financial Management Service Office of Inspector General Treasury Inspector General for Tax Administration
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1.3 Benefits of an Enterprise Architecture

A properly constructed and maintained enterprise architecture offers important benefits to federal enterprises, including: Capturing facts about the mission and functions in an understandable manner to enable better planning and decision making
If the Federal Government continues to do what we have done, (i.e., build nonarchitected solutions), we will continue to get what we have (i.e., a non-interoperable, expensive, and ever challenging tangle of data, applications, and technology).
Source: FEAF Version 1.1
Improving communication among the business organizations and IT organizations within the enterprise Achieving economies of scale by providing mechanisms for sharing services collaboratively across the enterprise Improving consistency, accuracy, and timeliness of IT-managed information shared collaboratively across the enterprise Providing high-level views to help communicate the complexity of large systems Highlighting opportunities for building greater quality and flexibility into applications without increasing the cost Supporting analyses of alternatives, risks, and trade-offs for the investment management process, which reduces the risks of Building systems that do not meet business needs Expending resources on developing duplicative functionality
Business planners and owners contribute to an EA and use it for key activities, including: Strategic planning Business process engineering and redesign Coordinating operations across the organization Consolidating or standardizing similar functions Introducing automation to improve upon manual processes Taking advantage of major new enabling technologies (e.g., the Internet, wireless communications) Reallocation of resources, including reorganization Modernizing legacy systems and infrastructure Protecting critical infrastructure (in support of Presidential Decision Directive 63) Assessing proposed technology solutions
IT planners and managers contribute to an EA and use it for major activities, including:
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Managing and prioritizing IT investments Determining the impact of changes to systems and infrastructure Dealing with declining vendor support for IT components Dealing with a declining skill base for maintaining existing assets Establishing key properties of systems early in the design process when the cost of making changes or fixing problems is smallest
1.4 Document Overview

The following paragraphs provide a brief overview of the document contents. Section 1: Introduction The purpose of the TEAF is to provide a framework for Treasury, its bureaus, and DO to produce their enterprise architectures. An enterprise architecture offers important benefits to an agency, capturing information needed for planning and decision making and providing high-level views to help communicate the complexity of large systems. The audience for the TEAF is the Department of the Treasury, its operating bureaus, and DO. Section 2: Background The direction for the TEAF derives from the Treasury IT Strategic Plan, 20002003 and federal legislation and guidance, including the Clinger-Cohen Act and OMB Circular A130. Goals of the TEAF include the following: Assist Treasury and bureau CIOs and business and technical planners in planning for, developing, and using an EA Support Treasury bureaus and DO in implementing EAs by tailoring the TEAF to meet their individual priorities and strategic plans Guide Treasury, bureaus, and DO in satisfying OMB and other federal EA requirements
The Treasury CIO is responsible for establishing and interpreting information management policies for the Department. The Treasury CIO provides guidance to bureaus to enable their effective response to federal and Treasury-level requirements and mandates related to the establishment of EAs. In this role, the Department will define, clarify, refine, and communicate the Treasury vision for EA development and management, both at the Treasury enterprise level, and for the bureaus. The TEAF is a component of that support. Section 3: Enterprise Architecture Framework The EA Framework is a structure that describes: The fundamental elements of an EA, and the interrelationships among the components The various views and perspectives from which an EA can be examined, and how each contributes to and drives EA development and use The integrated and unified nature of an EA
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The work products that provide information for each component
Work Product A document, diagram, presentation, model, or other representation of information content that is developed for inclusion in an EA or is extracted from an EA.
Section 4: Enterprise Architecture Activities
A bureaus EA is an asset that is created, applied, and maintained throughout the organizations Enterprise Life Cycle (ELC), in accordance with its chosen ELC Methodology. A bureaus strategic plan, IT strategic plan, mission statement, and high-level requirements provide direction for EA development. Outputs from an EA are used to establish transition plans, sequencing plans, project plans, implementation specifications, designs, and test plans. EA conformance is evaluated via acceptance plans. Basic EA activities to be performed by each bureau and the Department include: Defining an EA strategy, including drivers, principles, and objectives Defining an EA management process, including methodology, policies and procedures, and roles and responsibilities Defining an EA approach, including what information is needed, where to get it, and at what level of detail
Methodology A documented approach for performing activities in a coherent, consistent, accountable, and repeatable manner.
Developing the EA asset, including how to populate the information needed, and how to present the information
Section 5: Guidance for Formulating an Enterprise Architecture Strategy Each bureau will identify its key drivers for establishing an EA and using it in its investment management process and other processes. Drivers can be derived from strategic plans, initiation of large-scale efforts such as modernization, critical problems in existing assets, new technologies, and scrutiny by oversight organizations. Each bureau will identify the principles it will apply in developing and applying an EA. Section 6: Guidance for Enterprise Architecture Management Each bureau will prepare an EA Roadmap that describes its overall scope, goals, and plans for EA development, use, and management. The EA Roadmap contains the bureaus plans for aligning its EA with the TEAF and any tailoring of TEAF requirements. Each bureau will manage its EA activities to ensure that appropriate EA baselines are established and configuration managed. Each bureau will identify how its EA activities are integrated with its investment management process. Each bureau will describe how the EA activities and the knowledge embodied within its EA Repository will be communicated and shared across its enterprise.
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Section 7: Guidance for Developing an Enterprise Architecture Approach Initial EA development processes may consist of cataloguing work products produced by activities not specifically charged with establishing an EA. Assets and artifacts can be harvested from pre-EA projects and procedures. These practices and procedures include strategic planning, budgeting, investment management, reorganization, business process redesign, infrastructure security and information assurance, and Year 2000 remediation. Once the assets and artifacts are catalogued, they need to be integrated into a more comprehensive enterprise picture and reused by subsequent business operations. New EA work products can be developed using a wide spectrum of tools, from word processing and presentation graphics to modeling and architecture management tools. Each bureau will define its EA development environment to match its own size, scope, and needs. Ultimately, EA development establishes and maintains an integrated model of the complex interdependencies among the missions, functions, information, organizations, technology and standards that constitute an enterprise. Each bureau will establish an EA Repository to store EA information and work products. An EA Repository provides a mechanism for organizing, accessing, and sharing EA information. Section 8: Guidance for Producing the Enterprise Architecture Repository Each bureau will produce the EA Repository in accordance with the guidance and direction of the TEAF and any tailoring as documented in its EA Roadmap. Each bureau should populate the EA Repository with harvested materials from other efforts and new work products consistent with the intent of the work products described in the TEAF.
EA Repository An information asset used to organize, store and share EA information, relationships among the information elements, and work products.
Production of the EA Repository requires an incremental approach. Each bureau will establish the contents of the EA Repository according to a prioritization of its needs, as reflected in the EA Roadmap. As the EA is used by a bureau for investment management and in formulating direction to systems engineering activities, gaps in the EA Repository will be noted and documented. A bureau will focus its EA resources to support critical needs. Appendix A: Work Products provides descriptions of the essential and supporting work products, generic examples, and the information required for each work product. Appendix B: Relationships to Other Frameworks and Guidance describes the relationship of the TEAF to federal legislation, policy, and guidance. It also describes the alignment of the TEAF to the Federal Enterprise Architecture Framework and to the Zachman Framework. Also included is a summary of the key changes to the TISAF that have been incorporated in the TEAF. Appendix C: Repository Tools presents supplementary material on architecture repository tools.
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Appendix D: Glossary of Terms presents a glossary of terminology used throughout this document. Appendix E: Acronyms defines the acronyms used in this document. Appendix F: References and Resources lists key document and web references consulted in preparing the TEAF, as well as resources that may be of interest to those reading and applying the TEAF.
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2 Background
2.1 Direction for Establishing Enterprise Architectures
Executive and legislative bodies within the federal government and industry cite enterprise architecture as a key tool for performing enterprise-level strategic planning. The key legislation and guidance providing direction and drivers for EA development include: The Information Technology Management Reform Act (ITMRA) of 1996 (ClingerCohen Act) The Government Performance and Results Act (GPRA) of 1993 The Federal Enterprise Architecture Framework (FEAF) of 1999
Section 5125(b)(2) of the Clinger-Cohen Act states: The Chief Information Officer of an executive agency shall be responsible for developing, maintaining, and facilitating the implementation of a sound and integrated information technology architecture for the executive agency. The Clinger-Cohen Act requires: The appointment of a Chief Information Officer (CIO) who ensures implementation of information policies An integrated framework for evolving and maintaining existing IT and acquiring new IT to achieve an agencys strategic goals The development and maintenance of a strategic IT plan that describes how IT activities help accomplish the agency mission That IT operations/decisions be integrated with agency plans, budgets, and human resources management That each agency establish goals, responsibilities, and methods for measuring IT contributions to program productivity, efficiency, and effectiveness That a current and complete inventory of the agencys major information resources be developed and maintained
The OMB Circular A130 (1997) and its draft proposed update (2000), and OMB Memorandum 9716 (1997) further define the roles and responsibilities of federal agencies in meeting the Clinger-Cohen mandates. The policies in these directives require each federal enterprise to develop and use an enterprise architecture as a mechanism to achieve these objectives. Section B.2 describes how TEAF guidance corresponds to OMB guidance. The Government Performance and Results Act requires that each federal agency: Develop and implement systematic performance measures for judging the effectiveness of the agency based on its outputs Justify IT expenditures based on how they support the accomplishment of the agencys mission, goals, and objectives
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Identify objective, quantifiable, and measurable metrics that can be used to determine whether or not the system is helping to achieve those goals Report the results to Congress
In 1999, the Federal CIO Council, which was formed in response to these mandates, developed the FEAF. The FEAF is designed to support the development of cross-cutting interagency enterprise architecture segments that, in turn, support collaboration, consistency, and reuse among agencies that have common or interdependent missions. The TEAFs essential and supporting work products align with the models defined by the FEAF. Section B.1 describes how the TEAF supports the FEAF.
2.2 Direction for the TEAF

The Department of the Treasurys Information Technology Strategic Plan, 20002003 contains a goal to [d]evelop, maintain, and provide implementation guidance for a Treasury integrated IT architecture. Strategic actions in support of this goal include developing a Treasury-wide architecture using the Treasury Information Systems Architecture Framework (TISAF)1. As cited in the plan, tasks supporting this strategy include: Identify and develop a Treasury-wide enterprise information architecture Evaluate and revise the TISAF to prescribe the Technical Reference Model (TRM) to ensure IT interoperability Assist the bureaus in their overall development of bureau-wide EAs consistent with the Treasury-wide architecture and TISAF Launch a bureau pilot leading to Treasury-wide interoperability and reusability
In January 1997, Treasury issued TISAF Version 1, consisting of three volumes: the Treasury Information Systems Architecture Framework, Treasury Architecture Development Guidance, and the Treasury Architecture Development Process. The TEAF represents a revision to TISAF, TISAF remains valid for bureaus that have an based on an evaluation of Department and EA based on it. bureau experiences in applying and using the TISAF, and emerging best practices from other government organizations and industry. TEAF is intended to emphasize the broader scope of the architecture framework, which includes both business and technical vantage points within an enterprise-wide perspective. The TEAF includes descriptions of a common suite of work products for documenting and modeling EAs. These work products align with FEAF models and with Department of Defense (DOD) Architecture Framework products.
The TEAF represents the second-generation framework for Treasury. TISAF was the first-generation framework. 9
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2.3 Goals of the TEAF

The goals of the TEAF are to: 1. Support the roles of the Treasury Chief Architect and the Treasury CIO Architecture Champion in guiding the full spectrum of EA development and management in Treasury 2. Establish overall goals for Treasury-wide EA development 3. Support effective EA governance across the Department Highlight the value-added benefits of establishing and maintaining an EA Identify key components and characteristics of effective EA management Identify approaches for reporting progress of EA activities Emphasize critical requirements of EAs that may be overlooked Identify common pitfalls in EA planning Initiate momentum toward a federated approach to enterprise architecture construction and management to facilitate integration, information sharing, and exploitation of common requirements Support DO and bureaus in complying with the Clinger-Cohen Act, OMB Circular A130, and the FEAF Clarify OMB requirements and their relationship to EA management Provide guidance in implementing EA requirements and reporting progress
4. Guide the Treasury bureaus and offices in satisfying OMB and other federal requirements
5. Support Treasury bureaus and offices in implementing their EAs based on their individual priorities and strategic plans Provide guidance on how to exploit related activities and initiatives that can contribute to the establishment of EAs Provide guidance on how to develop, maintain, and use EA as an integral part of normal business planning and management activities Encourage Treasury bureaus and offices to evolve best practice approaches that can be shared and refined for Treasury-wide institutionalization
6. Assist Treasury and bureau CIOs, business and technical planners, and managers by describing: EA as a necessary strategic and tactical asset base whose development and use supports planning and accomplishing objectives in the presence of complexity, change, and resource constraints The benefits of incorporating EA disciplines and tools into the normal business planning and management process, and in producing and maintaining the EA as a natural by-product of those processes
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The reasons why EA is a critical tool in addressing many common enterprise problems and objectives The structure and content of an EA The processes by which an EA is created and governed The process for dividing and conquering the EA challenge by building the EA incrementally in a series of prioritized projects designed to achieve both short- and long-term objectives
2.4 Treasury EA Responsibilities and Principles

2.4.1 Treasury Responsibilities
The office of the Chief Information Officer (CIO) is responsible for establishing and interpreting information management policies for Treasury. The Treasury CIO is responsible for ensuring that EA plans of all bureaus and offices are consistent with the overall vision and direction of the Department. The Treasury Chief Architect and Treasury CIO Architecture Champion support the Treasury CIO in fulfilling the responsibilities involving enterprise architectures. The Treasury Chief Architect is responsible for supporting Treasury, bureaus, and DO in complying with federal mandates including the Clinger-Cohen Act, OMB Circular A130, GPRA, the Paperwork Reduction Act (PRA), the Chief Financial Officers (CFO) Act, and the Computer Security Act. The Treasury CIO Architecture Champion is responsible for establishing guidance for best practices in areas that include the TEAF, architecture activities and methodologies, and architecture management. The Treasury CIO Architecture Champion also facilitates EA activities across Treasury by conducting training and exchange activities and providing consultation. Through these roles, the Department defines, clarifies, refines, and communicates its vision for EA development and management, at both the Treasury enterprise level and bureau level. The TEAF is a component of that support. The Department supports its constituent bureaus in addressing federal and Treasury-level requirements by clarifying these requirements and supporting their accomplishment. This requires effective guidance, which includes: Establishing a vision for the Treasury EA Establishing a Treasury EA consistent with the TEAF and the FEAF, based on available resources and priorities Defining how bureaus will contribute to the Treasury EA Interpreting federal and Treasury policies and mandates Guiding and encouraging bureaus to establish conforming EAs Permitting bureaus to address requirements consistent with available resources and priorities
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Collecting and sharing lessons learned across bureaus Maintaining TEAF consistency with evolving technical capabilities and the Treasury vision
Treasury will work as a partner with bureaus to ensure that each bureaus contributions to the Treasury EA are sufficient and consistent. As bureau EAs mature, common aspects may be identified in requirements, operational processes, critical information resources, or system and infrastructure elements. The high-level Treasury EA will facilitate the identification, integration, and exploitation of these commonalities at a cross-bureau, Department level. The Treasury EA also aims to facilitate strategic integration of mission-driven systems, information sharing, and system interoperability across bureaus and with other government agencies.
2.4.2 Bureau Responsibilities

Since the Treasury bureaus are enterprises, they are responsible for their own operations and information management. Bureaus will establish and implement EAs based on their unique priorities and constraints, consistent with the guidance provided by Treasury. Bureaus are responsible for satisfying OMB Circular A130 and General Accounting Office (GAO) requirements. Each bureau will prepare an EA Roadmap. The EA will conform to federal and Treasury mandates based on TEAF guidance. Bureaus are responsible for integrating EA activities into their own investment management processes. Each bureau will inform the Treasury CIO of any mandates and requirements that may interfere with the bureaus ability to accomplish its individual missions. This will open a dialogue for more effective interpretation or refinement of any mandates and requirements. As the process of EA development and management matures, and bureaus build experience in exploiting the information contained in their EAs, the bureaus will be responsible for sharing their best practices and lessons learned so that Treasury and other bureaus can benefit. As the overall Treasury EA vision is established, bureaus will contribute to the Treasury EA, and identify opportunities for Treasury to select solutions that provide economies of scale across bureau boundaries.
2.4.3 Treasury Enterprise Architecture Principles

Architecture principles are statements of preferred Principles help establish a common vision to direction or practice. Principles constitute the ensure that strategic objectives are not rules, constraints, and behaviors with which a compromised by tactical decision making. bureau complies in its daily activities over a long period of time. Principles may change as the bureaus mission or business changes, or as its operational environment changes. Principles should be developed to reflect the objectives of the organization in the long term. Accordingly, adjustments to architecture principles should be minor, infrequent, and undertaken thoughtfully. Architecture principles form the basis for gaining organizational consensus and guiding the development of appropriate solutions. The expression of principles can help communicate awareness of architectural concerns throughout a bureau. Architecture principles establish a stable base for making investment management decisions and high-level technical decisions.
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Each organization will formulate architecture principles appropriate to their missions and situation. Principles should state a fundamental belief of the bureau. Each principle should be accompanied by a statement of the rationale for the principle and a statement of the principles implications. Table 1 lists the core Treasury architecture principles:
Table 1: Treasury Architecture Principles
1. Information processing activities shall comply with applicable laws, orders, and regulations. 2. Business objectives must be well defined before initiating information technology solutions. 3. Total business value is the primary objective when making information technology decisions. 4. Enterprise architecture is an integral part of the Investment Management Process. 5. Architectural decisions shall maximize interoperability and reusability. 6. Enterprise architectures must take advantage of standardization to fulfill common customer requirements and to provide common functions. 7. Treasury information technology organizations should collaborate to share information, data, and infrastructure required by the business units. 8. Business and information technology requirements should adopt commercial off-the-shelf technology where appropriate rather than customized or in-house solutions. 9. Information and infrastructure are vital assets that must be managed, controlled, and secured. 10. Enterprise architecture must be consistent with departmental guidance and strategic goals.
In addition to these core principles, each bureau may, and should, prepare principles that help focus decisions for the bureaus particular needs. Principles may be produced at either a high level of specificity or at a more detailed level.
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3 Enterprise Architecture Framework

3.1 Purpose
The purpose of the EA Framework is to provide a structure for producing an EA and managing EA assets.
3.2 Framework Overview

To reduce the complexity and scope of developing and using an EA, it must be subdivided so that portions may be used independently or built incrementally in separate projects. The TEAF subdivides an EA by: Views Perspectives Work products
As shown in Figure 1, the TEAF identifies resources and work products that provide direction for EA development, work products constituting the EA description, and work products documenting how to accomplishment an EA implementation. The resources and work products for EA direction and accomplishment are not part of the EA description itself, but are developed and applied during the overall enterprise life cycle. The TEAF Matrix, described in Section 3.3, organizes the subdivisions of the EA description and demonstrates the relationships among them. The following sections describe the subdivisions of the EA and their relationships to the TEAF Matrix.
EA Direction
Functional View Builder Designer Owner Planner Perspective Perspective Perspective Perspective
EA Description
Information View Organizational Infrastructure View View
EA Accomplishment
Figure 1: Overview of the Framework for EA Direction, Description, and Accomplishment
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3.3 TEAF Matrix of Views and Perspectives

The TEAF Matrix is used throughout this document to provide a simple, uniform structure to the entire framework. As depicted in Figure 2, the TEAF Matrix TEAF Matrix consists of four architectural views (Functional, Information, Organizational, and A simplified portrayal of an EA structure to aid in understanding important EA aspects Infrastructure), which are shown as columns, and from various vantage points (views and four perspectives (Planner, Owner, Designer, and perspectives). Builder), which appear as rows. The TEAF Matrix is a four-by-four matrix with a total of 16 cells. The views and perspectives are described in the following sections. When an EA description work product is shown within one cell of the TEAF Matrix, it means that the main vantage points for developing that work product correspond to that column (view) and row (perspective). However, information from other views (and sometimes other perspectives) is needed to produce a work product. Not all cells must be filled-in by producing an associated work product. Each bureau must define in its EA Roadmap its plans for producing and using an EA to match its needs.
Views
Functional View Planner
Information View
Organizational View
Infrastructure View
Perspectives
Owner
Designer
Builder
Figure 2: TEAF Matrix of Views and Perspectives
3.3.1 General Concept of a View

Views are essentially windows into the overall architecturewindows to examine related portions of the entire model. Each window
View A representation of a whole system from the perspective of a related set of concerns.
Source: IEEE 1471, Recommended Practice for Architectural Description, DRAFT
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reveals the architecture from the vantage point of a particular issue or area of concern. While work products reduce the complexity of building the EA, views simplify the complexity of using the EA. Views are not mutually exclusive; the EA can be examined from many angles. For example, a functional view may reveal how everything in the architecture supports, or is related to, its missions and functions, and an information assurance view may look at the entire architecture from the point of view of security. The following subsections describe some common views.
3.3.2 Views
Views comprise a group of work products whose development requires a particular analytical and technical expertise because they focus on either the what, how, who, where, when, or why of the enterprise. For example, Functional View work products answer the question how is the mission carried out? They are most easily developed by experts in functional decomposition using process and activity modeling. They show the enterprise from the point of view of functions. They also may show organizational and information components, but only as they relate to functions. Views are represented by the columns in the TEAF Matrix and cut across stakeholder perspectives. A view allows a user to examine a portion of the EA relating to a particular interest area. For example, the Information View may present all functions, organizations, technology, etc. that use a particular piece of information, while the Organizational View may present all functions, technology, and information of concern to a particular organization. Figure 3 summarizes the four core TEAF Views.
Views

Business functions, processes, and activities that capture manipulate, and manage the business information to support business operations
Information View
Organizational View
Infrastructure View
Perspectives
Owner
Designer
All information needed to perform enterprise business operations and the relationships among that information
The organizational structure of the enterprise, major operations performed by organizations, types of workers, work locations, and the distribution of the organizations to locations
The hardware, software, networks, telecommunications, and general services constituting the operating environment in which business applications operate
Builder
Figure 3: TEAF Core Views
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3.3.3 Perspectives
Perspectives generally comprise a group of work Perspective products that are of interest to (and generally A point of view of the overall EA representing built by) a particular group of function- or a particular role or organizational entity. organization-based stakeholders. Generally, no single person or organization develops or looks at the entire enterprise model. Instead, each contributes to, and uses, those components that are relevant to their own perspective. The perspective describes the combination of a particular functional specialty and the place occupied within the organizational hierarchy. Executives and enterprise-level planners, business area managers, and application developers are examples of stakeholders that have different perspectives. The TEAF has adopted a generic set of perspectives (derived from the Zachman Framework2) to constitute the rows of the TEAF Matrix. Figure 4 summarizes the perspectives.
Views
Information View
Organizational View
Infrastructure View
The perspective focusing on strategic plans, enterprise-level processes, key information and infrastructure important to the enterprise, and the structure of the organization and its operating locations The perspective focusing on conceptual-level models of business processes, information, business logistics, and IT infrastructure
Perspectives
Owner
Designer
The perspective focusing on the logical business process design, logical information model, component and application design, and system distribution and deployment approach The perspective considering the constraints of tools, technology, and materials. The builder must translate the designers specifications into plans for physical implementation. The builder also focuses on integration and test.
Builder
Figure 4: TEAF Core Perspectives
Since perspectives are generally function- or organization-based, they are the most practical and effective basis for subdividing the responsibility for building and maintaining the EA. For ease of development, it is advisable to partition the responsibility for developing and maintaining the EA through stakeholder-driven projects. Since many EA components and relationships will interest multiple stakeholders, coordination among the stakeholders is an essential part of EA management. The best way to partition the enterprise is to iteratively divide and conquer so that projects at lower levels are successively narrower in scope and increasingly detailed. For example, the
2
Zachman Framework, www.zifa.com 17
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enterprise-level business activity model can be partitioned into a set of business areas. As each business area is modeled, it is broken into subfunctions, and the subfunctions are scoped and prioritized for further EA work. Bureaus may define their own perspectives and map them to the TEAF perspectives.
3.3.4 Extensibility to Other Views and Perspectives

The TEAF core views and perspectives should be adequate for EA development by most Treasury organizations. An individual bureau may opt to define additional views and perspectives that focus uniquely on areas important to stakeholders within that bureau or for external stakeholders. Any extensions to the TEAF core views or perspectives should be identified in the tailoring section of the bureaus EA Roadmap. Additional views and perspectives may be added to those of the TEAF, where warranted. 3.3.4.1 Information Assurance An architecture for security, or information Security, or Information Assurance (IA), is assurance (IA), cannot be developed separately a name for a collection of security-related from the EA. Information assurance represents a goals to be achieved, services that support cross-cutting view that may become another the goals, and functions that are significant to the information assurance policy. TEAF core view in the future, and is highly recommended for incorporation into bureau EAs. The IA view builds upon and impacts the development of the Functional, Information, Organizational, and Infrastructure views described earlier, and adds information about their mechanisms for sensitivity, trust relationships, potential risks, and required risk mitigation and remediation. IA should be allocated adequate time and resources to carefully incorporate it into an architecture as an intrinsic part of architecture development; it can not be added on later as an additional capability after the Functional, Information, Organizational, and Infrastructure activities are completed. IA is an ongoing process, not a product. Information assurance is a frame of mind that ensures that the process is properly and consistently applied. Unlike almost any other function, the smallest failure in IA can invalidate the whole IA process and render the entire architecture vulnerable. Since the environment and threats continue to change and evolve, IA must evolve continuously. Therefore, IA is also a driver for maintaining the evolutionary character of the architecture, since IA failures will eventually occur if the architecture becomes static. Starting with the first vision of the architecture development process, architects should begin to understand IA policies, the threat environment, the assets to be protected, the value of these assets, and the costs of failure to meet any of the security-related goals. A preliminary IA Risk Assessment should be performed at that time to identify information assurance risks, other potential risks, such as performance problems, and risk mitigation. Because ongoing IA process requires the definition of the value of the assets, and the balancing between the potential cost of a compromise versus the cost of mitigating the risk, IA is primarily a management function that is supported by IT functions.
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Information assurance includes the goals, services, and functions listed in Table 2.
Table 2: Information Assurance Goals, Services, and Functions
Security-related Goals
Privacy Confidentiality Integrity Availability Identification Non-repudiation
Supporting Services
Mechanisms that provide assurance that the system behaves as intended Detection of compromise (e.g., audit) Authentication Authorizations management
Security-relevant Functions
Retrieval of specified types of data from a data store Introduction of new information into a data store Updates of specified types of data in a data store System configuration/ maintenance (to introduce and maintain hardware and software; includes management of security)
Information assurance is the result of integration across the four TEAF views: Functional view: processes and procedures performed by humans, which drive the requirements for training of personnel in security measures associated with the processes and procedures Information view: the sensitivity and protection of information Organizational view: the composition of organizations involved in implementing security, along with the authorization and training of personnel regarding security Infrastructure view: the technical domain including computers, networks, software, and other technical devices that make up information systems; and the environmental domain, including physical security provided by buildings and equipment
For example, a host that is physically protected and accessible only to highly trained and trusted personnel from a single organizational unit (who manually log all events) may require fewer software controls than a host that is more accessible. Less obviously, the implementation of public key infrastructure (PKI) that spans more than one enterprise (such as a government department and its commercial partners) may require the negotiation of legal agreements among the participants. Although information assurance and security elements should be included as an integral part of all other EA components, there are some aspects of information assurance that should be documented separately as IA-specific work products.
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3.4 Work Products

3.4.1 Overview
A work product documents a set of related information for the EA. Work products are produced by stakeholders/developers or are sometimes generated automatically from other work products or from architecture information in the EA Repository. They may take the form of documents, presentations, diagrams, matrices, charts, tables, or models. A work product may be a simple inventory that lists or describes components of a single type. It may record the relationships among components of a single type or different types. Data models, activity models, functional decomposition diagrams, and mission descriptions are examples of work products. As shown in Figure 5, there are three main categories of resources and TEAF work products important to an organizations EA activities: EA Direction Resources and TEAF work products providing direction for the preparation or update of an EA. The EA direction resources and work products drive changes to the EA. Direction derives from legislation, policies, strategic plans, requirements, principles, and other sources. These sources and work products are not part of the EA description and, therefore, are not listed in the TEAF Matrix. EA Description TEAF work products that describe the target EA and appropriate aspects of the current EA. EA direction work products are needed before preparing or updating an EA. The EA description work products are listed in the TEAF Matrix. EA Accomplishment TEAF work products that document how to implement an EA. These work products document enterprise transition strategies and require the EA work products as inputs. These work products are not part of the EA description and, therefore, are not listed in the TEAF Matrix.
3.4.2 Essential vs. Supporting Work Products

In practice, work products are developed over time. Therefore, priorities for the preparation or update of work products must be established. Certain work products are important to any EA and are considered essential work products. Other work products may be important to some organizations and not to others, and are considered supporting work products.
Essential work products are required to be produced for an enterprise. These generally present the broadest perspective of the enterprise. Supporting work products generally provide more depth or more specialized perspectives of the enterprise.
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EA Direction
Functional View
Technical Reference Model Standards Profile
EA Description
Information View Infrastructure View Organizational View
EA Accomplishment
Agency Policies
Planner Planner Perspective
Legislation & Directives Organization Chart
Mission & Vision Statements
Information Dictionary
Enterprise Transition Strategy
Information Assurance Policy Activity Model Information Assurance Trust Model Information Exchange Matrix (Conceptual) Node Connectivity Description (Conceptual)
Information Assurance Risk Assessment
Forecasts
Owner Owner Perspective
Strategic Plans
Designer Designer Perspective
Builder Builder Perspective
Figure 5: Resources and TEAF Work Products for EA Direction, Description, and Accomplishment
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Business Process/ System Function Matrix Event Trace Diagrams Data CRUD Matrices Logical Data Model State Charts Information Exchange Matrix (Logical) Node Connectivity Description (Logical) System Functionality Description Information Exchange Matrix (Physical) Physical Data Model Node Connectivity Description (Physical)
Other Resources
System Interface Description Level 1
Enterprise Requirements
Enterprise Architecture Roadmap
System Interface Description Levels 2 & 3
Enterprise Principles
System Interface Description Level 4 System Performance Parameters Matrix
Essential Work Products
Supporting Work Products
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3.4.3 EA DirectionResources and Work Products

An organizations strategic direction provides a foundation for preparing and updating an EA. The following resources are inputs that provide direction to the development of the EA description: Legislation and directives Laws and mandates approved and issued by federal government organizations Agency policies Documented procedures, rules, and decisions that are applied to fulfill legislation, directives, and other objectives Strategic plans Statements of an organizations key objectives and plans to fulfill those objectives Enterprise requirements Textual descriptions of enterprise-level needs
The following essential work products provide direction to the development of the EA description work products: EA Roadmap Textual description of an organizations multiyear plans for preparing, using, and managing its EA Information Assurance Policy Descriptions of IA measures needed by the organization
The following supporting work product provides direction to the development of the EA description: Enterprise Principles Textual statements of an enduring common vision, providing direction for making key decisions within an organization
Appendix A contains descriptions of work products, including generic examples and tables of information attributes associated with each work product.
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3.4.4 EA DescriptionWork Products

Figure 6 summarizes the TEAF essential and supporting work products, each mapped to its applicable primary cell of the TEAF Matrix. Many work products integrate information from other views (and sometimes other perspectives) than the view associated with the primary TEAF Matrix cell for the work product. Work products also represent information that spans cells.
Functional View Information View Organizational View Infrastructure View
Planner Perspective
Organization Chart
Activity Model
Owner Perspective
Information Assurance Trust Model
Information Exchange Matrix (Conceptual)
Node Connectivity Description (Conceptual)
Information Assurance Risk Assessment System Interface Description Level 1
Business Process/ System Function Matrix
Designer Perspective
Information Exchange Matrix (Logical) Data CRUD Matrices Logical Data Model
Event Trace Diagrams State Charts
Node Connectivity Description (Logical)
Builder Perspective
System Functionality Description
Information Exchange Matrix (Physical) Physical Data Model
Node Connectivity Description (Physical)
Figure 6: TEAF Matrix with Essential and Supporting Work Products
The essential work products correspond to the Planner and Owner perspectives and consist of: Mission and Vision Statements Textual description of an organizations overarching mission and its goals for the future Information Dictionary Definitions of all terms used in all work products and relationships among them Organization Chart Graphical depiction of the hierarchical structure and relationships of suborganizations within the organization Technical Reference Model Taxonomies including service areas and interface categories, based on a common vocabulary for describing and comparing systems and components
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Standards Profile Extraction of standards that apply to the given architecture Activity Model Activities, relationships among activities, inputs/outputs, and constraints (e.g., policy, guidance), and entities that perform those activities Information Assurance Trust Model Description of who trusts whom for what. The trusting and trusted entities can be groups of people, roles, information system components, locations, or collections of data. The things trusted for are the components of information assurance, such as confidentiality, integrity, availability, identification, and non-repudiation. Information Exchange Matrix (Conceptual) Information exchanged between nodes and the relevant attributes of that exchange, such as media, quality, quantity, and the level of interoperability required. The Information Exchange Matrix can be produced at three levels of specificity. The conceptual Information Exchange Matrix is an essential work product, while the logical and physical ones are supporting work products. Node Connectivity Description (Conceptual) Business nodes, activities performed at each node, connectivities, and information flow between nodes. The Node Connectivity Description can be produced at three levels of specificity. The conceptual Node Connectivity Description is an essential work product, while the logical and physical ones are supporting work products. Information Assurance Risk Assessment Identification of threats and vulnerabilities of information systems or applications and an evaluation of alternatives for mitigating or accepting the risks System Interface Description (Level 1) Identification of systems, system components, and their interfaces within and between nodes. The System Interface Description can be produced at four levels of detail. The Level 1 System Interface Description is an essential work product, while the Levels 2, 3, and 4 versions are supporting work products.
The supporting EA description work products correspond to the Designer and Builder perspectives and consist of: Business Process/System Function Matrices Mapping of system functions to business activities Event Trace Diagrams System-specific refinements of critical sequences of events State Charts A type of diagram that specifies the response of a system or business process to events, describing the response in terms of state changes Information Exchange Matrices (Logical and Physical) Information exchanged between nodes and the relevant attributes of that exchange, such as media, quality, quantity, and the level of interoperability required. The Information Exchange Matrix can be produced at three levels of specificity. The logical and physical Information Exchange Matrices are supporting work products, while the conceptual one is an essential work product. Data/Function CRUD (Create/Read/Update/Delete) Matrices and/or Data/System CRUD Matrices A matrix that relates data entities to activities or systems
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Logical Data Model Documentation of the data requirements and structural business process rules Node Connectivity Descriptions (Logical and Physical) Business nodes, activities performed at each node, connectivities, and information flow between nodes. The Node Connectivity Description can be produced at three levels of specificity. The logical and physical Node Connectivity Descriptions are supporting work products, while the conceptual one is an essential work product. System Interface Descriptions (Levels 2, 3, and 4) Identification of systems, system components, and their interfaces within and between nodes. The System Interface Description can be produced at four levels of detail. The Level 2, 3, and 4 System Interface Descriptions are supporting, while the Level 1 version is an essential work product. System Functionality Description Functions performed by systems and the information flow among system functions Physical Data Model Physical implementation of the Logical Data Model, e.g., message formats, file structures, and physical schema System Performance Parameters Matrix The current performance characteristics of each system and the expected or required future performance characteristics of each system
Appendix A contains complete descriptions of work products, including generic examples and tables of information attributes associated with each.
3.4.5 EA AccomplishmentWork Products

Once an EA description is established, an organization needs a strategy and plans for implementing the EA in a phased manner appropriate to its scale and needs. The EA description of the organizations target and current architectures supports analyses needed for transition planning and the investment management process. The TEAF includes the following essential work product for EA accomplishment: Enterprise Transition Strategy Approaches for transitioning an enterprise from its current business processes to the target business processes using IT support Forecasts Description of emerging technologies, standards, and software/hardware products that are expected to be available in a given set of timeframes, and that will affect future development of the architecture
The TEAF includes the following supporting work product for EA accomplishment:
Appendix A contains complete descriptions of work products, including generic examples and tables of information attributes associated with each.
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4 Enterprise Architecture Activities

4.1 EA in the Enterprise Life Cycle
A bureaus EA is an asset that is created, applied, and maintained, in accordance with its chosen ELC methodology, throughout the organizations ELC. An ELC integrates the management, business, and engineering life cycle processes that span the enterprise to align its business and IT activities. ELC refers generally to an organizations approach for managing activities and making decisions during ongoing refreshment of business and technical practices to support its enterprise mission. These activities include investment management, project definition, configuration management, accountability, and guidance for systems development according to a System Development Life Cycle (SDLC). The ELC applies to enterprise-wide planning activities and decision making. By contrast, an SDLC generally refers to practices for building individual systems. Determining what systems to build is an enterprise-level decision. Figure 7 depicts notional activities of an ELC methodology.
Improve business processes Develop business requirements Update Enterprise Architecture Identify candidate projects Ensure enterprise-level consistency Under the IMP: Analyze acquisition alternatives Prepare business cases Prioritize and select projects Plan enterprise transitions
Develop/refine mission Develop business vision and objectives Develop Strategic Plan Technology Drivers Legislative Drivers Market Forces
1. Strategic Planning
2. Enterprise Engineering
3. Enterprise Planning 4. Project Execution
7. Evaluation
6. Operations
5. Enterprise Integration
Train pilot users & staff Implement processes Test systems Evaluate security
Business process engineering/redesign Infrastructure Development Under the SDLC: Requirements analysis Project planning Acquisition Software Development System Integration
Analyze process data Solicit/analyze user feedback Validate cost-benefit analysis predictions Identify improvements
Train users Deploy production systems Operate systems & processes Support systems Gather operational data
Manage risks Manage cost and schedule Manage resources
8. Management Oversight
Manage contracts Review products/outcomes Improve processes Technology forecasts Technology assessment Product evaluation
Evaluate technical processes Perform technical risk assessment 9. Technical Oversight Conduct independent technical review
Figure 7: Notional ELC Activities
Within the context of this document, ELC does not refer to a specific methodology or a specific bureaus approach. Each organization needs to follow a documented ELC methodology appropriate to its size, the complexity of its enterprise, and the scope of its needs.
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4.2 Basic EA Activities

Table 3 identifies the four basic EA activities in the EA development process, along with key issues that each bureau needs to address when performing each specified activity.
Table 3: Basic EA Activities and Key Issues Activity
1. Define an EA Strategy 2. Define an EA Management Process 3. Define an EA Approach 4. Develop the EA Repository
Key Issues
Why do we need an EA? What are the drivers? What are the problems we are trying to solve or control? What are the principles and objectives for the EA? Who will use the EA and how? What type and form of information must the EA provide? What analyses must the information support? What methodology will we use to develop the EA? How we will manage the EA? Where can we collect the necessary information? What resources and level of effort will it take? How can we represent that information? How do we organize information and models into a framework? To what level of depth do we need to model the information? How do we populate the framework, models, and information to create the EA Repository? How do we present the information in a usable form? How do we ensure that the EA has done what it is intended to do?
Source: U.S. Customs Service Enterprise Architecture Blueprint, October 1999 (adapted)
These activities represent a roadmap for the remainder of the TEAF. The following sections provide guidance for performing these activities.
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5 Guidance for Formulating an Enterprise Architecture Strategy

The formulation of an EA strategy centers on a thorough discussion and understanding of the following issues: Why do we need an EA? What are the drivers? What are the problems we are trying to solve or control? What are the principles and objectives for the EA?
The following subsections provide guidance in answering these key issues
5.1 Need for an EA

Each bureau will identify its key drivers for establishing an EA and how the bureau will use the EA in its investment management process and other processes. The bureaus mission statement, strategic plan, and IT strategic plan provide drivers for change, which, in turn, drive the development and use of an EA. Important drivers include: Initiating large-scale change, such as modernization, major acquisitions, reorganization, business process redesign, and responding to major new legislation Critical problems in existing assets (such as the Year 2000 problem), and critical infrastructure weaknesses or failures Declining vendor support for key assets, and declining skill bases to maintain systems Emergence of new technologies (such as the Internet, wireless communications, handheld computing and communications devices, e-Business)
The growth in networks and communications systems has increased the opportunities to gather information from many systems; as a result, systems need to be developed with an enterprise view to improve data sharing and reduce maintenance. The scrutiny by oversight or appropriations organizations can also ensure that the bureau has performed due diligence in performing investment management planning with inputs from an EA.
5.2 Principles and Objectives

Each bureau will establish the key principles for developing and applying an EA to address its identified needs. Each bureau will identify its objectives for determining its effectiveness in preparing and using an EA. Self-assessment of effectiveness should be used to improve the maturity of the bureaus EA.
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6 Guidance for Enterprise Architecture Management

Managing an EA involves addressing the following key issues: Who will use the EA and how? What type and form of information must the EA provide? What analyses must the information support? What methodology will we use to develop the EA? How we will manage the EA?
The following subsections provide guidance in answering these key issues.
6.1 EA Roadmap Development

Each bureau will prepare an EA Roadmap that describes its overall goals and plans for EA development, use, and management. The EA Roadmap includes the bureaus plans for aligning its EA with the TEAF and any tailoring of TEAF requirements. Details on the recommended contents for an EA Roadmap are provided in Section A.4.1.2.
6.2 EA Roles and Responsibilities

Each bureau will define a governance process for assuring compliance and adherence to its EA. The governance process will identify participant roles and responsibilities. Figure 8 presents an example that cross-references technology architecture management roles and responsibilities with architecture processes. Table 4 contains an example description of roles, associated responsibilities, and team composition of architecture management participants. Each bureau will define the appropriate level of governance and roles and responsibilities to fulfill its needs.
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Roles
Technology Review Committee (TRC) Technology Architecture Group - Architect (TAG-Architect) Technology Architecture Group - Administration (TAG-Admin) Technology Architecture Group - Audit (TAG-Audit) Domain Owners Subject Matter Experts (SMEs)
Name Role Composition Technology Architecture Group Administration (TAG-Admin)
Processes
1. 2. 3. 4. 5. 6. 7.
Assess Business Alignment Assess Business Case Proposal Assess Technical Compliance Evaluate Architecture Compliance Assess Waiver/Exception Request Conduct Standards Review Perform New Standards Development
Responsible for the administration of the enterprise architecture processes Assigned subset of TAG staff
Architecture Processes Cross-Reference Roles/Responsibilities

Publishing and maintaining active standards Facilitation and communication with all the entities while managing the processes Document and maintain logs of all requests and outcomes Manage the distribution of research services to Domain Owners
2 4
2 6 X
2 7 X X X X
X X
X X
X X
X X
X X
X X X
Figure 8: Example of Technology Architecture Management Roles and Responsibilities Source: U.S. Customs Service, Enterprise Architecture Blueprint, October 1999
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Table 4: Example of Architecture Management Roles and Responsibilities Name

Technology Review Committee (TRC)
Role
Decision-making body with regard to enterprise architecture standards
Composition
Office of Information Technology (OIT) representatives from the Applications, Data, and Infrastructure organizations, chaired by the TAG-Architect Architectural process manager
Technology Architecture Group Architect (TAG-Architect) Technology Architecture Group Administration (TAG-Admin) Technology Architecture Group Audit (TAG-Audit) Domain Owners
Develops formal standards requirements and submits to TRC; responsible for the management of the architecture processes Responsible for the administration of the enterprise architecture processes Responsible for conducting architecture compliance audits (evaluations) Management of sub-domain portfolio, working with TAG on standards insertions and renewals, assign resources (SMEs), and oversee the evaluation efforts Evaluation of specific areas for recommendation of standards actions
Assigned subset of TAG staff
Assigned subset of TAG staff
OIT Managers
Subject Matter Expert (SMEs)
Sub-domain experts from OIT or outside consultants
Source: U.S. Customs Service, Enterprise Architecture Blueprint, October 1999
6.2.1 Methodologies
The TEAF is designed to define the what of enterprise architecture. It provides a framework for organizing and integrating enterprise information into an architecture and contains descriptions of some commonly produced EA work products. The TEAF does not define the how, when, and why of EA. To address those concerns, each bureau should supplement the TEAF with an EA development methodology that is aligned with its enterprise life cycle methodology and appropriate to its scope, size, and needs. Adherence to an EA methodology helps to ensure that each bureau develops its EA in a cohesive, process-driven, and integrated fashion. The TEAF recognizes that each bureau is driven by its own goals and constraints; each bureau is encouraged to select a methodology consistent with its objectives. Many methodologies are available. Since all methodologies are not created equal, each bureau should consider the following crucial elements when selecting and tailoring its methodology. An appropriate EA methodology should: Provide guidance to an enterprise for the activities necessary to develop, integrate, and evolve various portions of an EA in the context of the enterprises ongoing business and IT activities Define EA development, evolution, and management processes, and describe how each can be integrated into business and IT activities
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Describe the contents of each work product
All methodologies do not fully address all of these concerns, and those that do may be too rigid or cumbersome to support the particular requirements of a specific bureau or agency. Therefore, a bureau may opt to tailor methodologies to satisfy its objectives and constraints. A top-down methodology may be most appropriate for bureaus that are engaging in extensive reorganization or IT modernization projects. Other bureaus may prefer an incremental, middle-out development consisting of a series of small projects, each driven by a specific, limited-scope objective (e.g., replacement of, web-enabling, or improving the information assurance and security of a single major system).
6.2.2 Tailoring
The bureau will document its tailoring of the TEAF in the EA Roadmap. Tailoring includes identification of extensions or variations to the TEAF Matrix views, perspectives, and work products, along with justifications for variations.
6.2.3 Compliance and Waivers

A bureau will be considered compliant with the TEAF when it can demonstrate that the bureau adheres to its EA Roadmap and that gaps, if any, are not significant. A bureau will establish a compliance/waiver process for examining proposed projects or decisions to ensure compliance with its own EA. Compliance within a bureau can be governed separately for different aspects of the EA. Technical compliance reflects adherence to the bureaus Standards Profile. Business alignment reflects that a proposed project fulfills a targeted or transitional business need. A compliance assessment should be performed for projects of significance, based on defined compliance factors.
6.2.4 Activities and Schedule

The EA Roadmap will include a high-level description of the bureaus EA activities and schedule.
6.3 Enterprise Architecture Configuration Management

This section describes a generalized EA management process. Since mission requirements, information needs, organization structures, and resources vary widely across Treasury, no single process design would be appropriate. It is intended that Treasury and each bureau devise architecture management processes suited to their needs. Each process implementation should address the essential elements of architecture management described in this section. EA configuration management has much in common with software and hardware configuration management. Both disciplines rely on the explicit identification of baselines, assignment of responsibility for baseline maintenance, identification of authority for baseline changes, requirements traceability, control of baseline artifacts, and use of a repository. The differences in processes arise from differences in scope. EA addresses the life cycle of the entire business including its mission, goals, objectives, stakeholders, and processesnot just the software and
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hardware used in its operations. Business process and technical baselines are related, and changes in one normally require changes in the other.
6.3.1 Enterprise Architecture Configuration Management Process

6.3.1.1 Baseline Management Architecture management occurs through the Baseline coordinated management of individual baselines. A representation of the state of some aspect Baselines are used to control and manage changes of an enterprise at a particular point in its life of state in complex systems. Although the state of cycle. the enterprise or system is the actual baseline, baselines are normally represented by synchronized sets of documents or other artifacts. The specific artifacts in a baseline vary according to the nature and scope of the enterprise or system, as well as the type of change contemplated. Baseline Identification The first task in architecture management is to explicitly identify architecture baselines and to specify the artifacts that constitute acceptable baseline documentation. Table 5 lists candidate enterprise-level baselines, some of which are not applicable to all organizations. Each bureau will need to identify those baselines that are applicable to its needs. Assignment of Responsibility for Baseline Maintenance The second task in architecture management is to assign responsibility for the integrity of each baseline to a specific organizational element or official. (Note that in this usage, official refers to an organizational role rather than to a specific individual.) The assigned official should be the only one who initiates changes to that baseline. This responsibility includes changing the system state and generating or revising the baseline artifacts that document the changed state. Typically, the entity that develops the baseline changes is separate from the entity that approves the changes. Identification of Approval Authority for Baseline Changes The third task in architecture management is to establish an approval authority for changes in each baseline. Approval authority typically is vested in change control boards or similar entities that bring differing points of view to bear on proposed changes. Approval authority is exercised at designated checkpoints in the development process. Control of Baseline Artifacts All artifacts that document EA baselines must be subject to standard configuration control requirements. These should include, but not be limited to, appropriate security restrictions, check-in and check-out requirements for baseline artifacts, and the assignments of responsibility described in the preceding paragraphs.
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Table 5: Enterprise-level Baselines Baseline

Operational or As-Is Process and Technical Environment Baseline
Description
Representations of the current enterprise business model and the fully deployed applications of technology to the current business model. Typically, organizations do not have an adequate as-is baseline and must make trade-offs between the burdens and benefits of preparing information on the as-is environment. Sufficient knowledge about an as-is environment is required to prepare a Transition Strategy to a target "to-be baseline.
Target or To-Be Process and Technical Baselines
Representations of the future enterprise business model and the planned applications of technology to the future business model. Descriptions of desired functional requirements and associated technical requirements that have been selected for development in a particular increment. Some of the requirements originate from existing processes and deployed systems because development and deployment of the new functionality will require alteration of interfaces and process flows among deployed elements that would not otherwise change. Descriptions of the desired business functionality. These include both new processes and complementary changes to existing processes. Descriptions of the desired technical capabilities (i.e., combinations of software, hardware, and telecommunications). These include both new capabilities and complementary changes to existing capabilities.
Allocated Business Process and Technical Requirements Baselines
Business Process Requirements Baselines
Technical Requirements Baselines
6.3.1.2 Requirements Traceability All changes to architecture baselines should be driven by requirements allocated from the target business and technical architectures to the development process. As changes occur, the baseline documentation should capture design, development, and deployment decisions in a manner that clearly relates them back to the original requirements.
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6.3.2 Architecture Management Responsibilities

6.3.2.1 Bureau Responsibilities It is the responsibility of each Treasury bureau to develop, document, and implement an architecture management process that addresses the issues raised in this section and maintains consistency with the bureaus mission, organization, and development needs. 6.3.2.2 Treasury Department Responsibilities It is Treasurys responsibility to develop, document, and implement an architecture management process that addresses the issues raised in this section and maintains consistency with its overall mission, organization, and development needs. Treasurys responsibility for architecture management within and for the Departmental Offices is similar to bureau responsibilities. In addition, the Department is responsible for providing and managing certain common services and support functions (e.g., telecommunications, Integrated Personnel System, etc.). The departmental architecture management process must also consider these department-wide responsibilities.
6.4 Investment Management

The GAO3,4 has provided guidance to all federal agencies for structuring and conducting the IT investment management process (IMP) through the use of a Select-Control-Evaluate concept. The following summarizes GAO guidance for these phases within an IMP5: Select - The goal of the selection phase is to assess and prioritize current and proposed IT initiatives and create an optimal portfolio of IT initiatives. IT managers make initiative selection and prioritization decisions based on a consistent set of decision criteria that compare costs, benefits, risks, and potential returns. This phase helps ensure that the organization (1) selects those IT projects that will best support mission needs and (2) identifies and analyzes a project's risks and returns before spending a significant amount of project funds. Control - Once an initiative has been added to a portfolio, initiative owners periodically assess the progress of the projects against projected cost, scheduled milestones, and expected mission benefits. On a regular basis, IT managers review initiatives for cost, schedule and consistency with the organizations information architecture and decide whether to continue, modify, or cancel the project. Evaluate - The evaluation phase provides a mechanism for constantly improving the organization's IT investment process. The goal of this phase is to compare actual data with projected data, including life cycle costs, life cycle returns, and initiative objectives. This phase allows IT managers to refine the IT selection criteria to better correspond to organizational needs.
3
General Accounting Office, Assessing Risks and Returns: A Guide for Evaluating Federal Agencies IT Investment Decision-making, GAO/AIMD-10.1.13, February 1997 4 General Accounting Office, Information Technology Management: A Framework for Assessing and Improving Process Maturity, Exposure Draft, Version 1, GAO/AIMD-10.1.23, May 2000 5 Source: I-ITIPS web site, <http://www.itips.gov/process/process.asp>, as of March 2000 35
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The Information Technology Investment Portfolio System (I-TIPS) is a tool developed by the Federal CIO Council and the Department of Energy that follows the Select-Control-Evaluate model for IT investments. Figure 9 depicts an example IMP from the U.S. Customs Service that incorporates the phases of Select-Control-Evaluate for IT investment management.
Customs High-level IMP
Concept and Architecture
Flow and Deliverables

IT Concept Document IMP Business Case including: Timeline High-level Costs High-level CBA (if > $100K) IMP Project Initiation Worksheet including: Detailed Costs (Initial) Detailed CBA (Initial) (if > $100K) Project Plan Conformance to Technical Architecture Data Sensitivity Categorization User Requirements Acquisition Planning User Requirements* Project Plan* Cost/Benefit Analysis* Functional Requirements Requirements Certification Data Management Plan Security Plan Security Risk Assessment Disaster Recovery/Contingency Plan Security Test Plan Trusted Facility Manual Training Plan - System Test Plan Quality Assurance Plan Configuration Management Plan Functional Requirements* System Test Plan* Security Test Plan* System Design Critical Design Review Operational Environment Source Code Operators Manual Turnover Package Initial Training Materials Testing Problem Reports System Acceptance Security Test Report & Certification User Documentation User Acceptance Problem Reports Updated Training Materials Production Notice Move Request Security Accreditation Lessons Learned Acquisition Transition to Support Operation Problem Report Netman Tickets Project Evaluation Report System Review Report Contingency Evaluation Re-Accreditation December 1998. Updated July 7, 1999 Source: U.S. Customs Service Enterprise Architecture Blueprint, October 1999
IMP Governance Group Members (see chart below) IRB: Investment Review Board ITC: Information Technology Committee TRC: Technology Review Committee IMP Architecture Process Touchpoints
1
Select Phase
Business Strategy Planning Business Case
2
Project Initiation**
1 2 3 4
Assess Business Alignment Assess Solution Proposal Assess Technical Compliance Evaluate Architecture Compliance
3
Project Authorization
Project Definition**
Control Phase
System Design**
Customs Budget Process
Programming or Construction**
Acceptance**
Implementation or Transition**
Evaluate Phase
Operation or Production**
Evaluation**
* Documents should be updated ** SDLC Defined
Figure 9: Example of an Investment Management Process
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Each bureau will identify how their EA activities are integrated with their IMP. Figure 10 depicts, as an example, how EA projects are assessed in the U.S. Customs Service IMP.
Target IT Application Portfolio/ Infrastructure Initiatives
Respond to Business Change
Aligned per IT Strategy
Proposed Concept Unacceptable Alignment
Assess Business Alignment
(SELECT)
Develop Business Case
Acceptable Alignment
Assess Business Case Proposal
(CONTROL)
Define Build Implement Operate
Alignment Scorecard
2
TRM Standards
Enterprise Design Patterns
(SELECT)
Project Initialization
(EVALUATE)
Evaluation
(SELECT)
Project Authorization
Assess Technology Compliance

Acceptable Compliance
4
IRB Report
Evaluate Architecture Compliance

Audit Reports
3
Unacceptable Compliance Unacceptable Conformance Disapproved
Compliance Assessment Report
Architecture Roles Architecture Process
Assess Waiver/ Exception Request
Source: U.S. Customs Service, Enterprise Architecture Blueprint, October 1999
Figure 10: Example: IMP/Architecture Project Assessment Framework
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7 Guidance for Developing an Enterprise Architecture Approach

Developing an EA approach involves addressing the following key issues: Where can we collect the necessary information? What resources and what level of effort is required? How can we represent that information? How do we organize the models and information into a framework? To what level or depth do we need to model the information?
7.1 Staged Approach for EA Development

The following three-staged approach is designed to help an enterprise incrementally develop both its EA and EA development and maintenance processes. The three incremental stages are: Harvesting inputs for the EA from existing work products Scoping and managing a one-time, high-level EA initialization project Incorporating EA into standard business practices
7.2 Sources of Information

Most enterprises are engaged in projects and activities that produce architecture-like work products. These activities include: Strategic planning Budgeting and investment management Organizational restructuring Business process improvement and redesign Critical infrastructure protection and information assurance work Year 2000 remediation
Typically, these projects are not unified by a common discipline and shared set of tools. Therefore, their products are task-specific and of interest only to the organization that produced them. They are frequently discarded when the immediate need has passed. Initial EA development processes may consist of harvesting, cataloguing, and using work products produced by completed or current projects and procedures. Although these projects will vary in level of detail and their collective scopes may leave gaps in enterprise-wide coverage, they supply a wealth of information that can provide a starting point for architectural
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models. Since the contents and methods of preparation and maintenance may vary, harvested work products must be evaluated for accuracy and continued utility. It may be tempting to charge a single enterprise-wide project or architecture organization with harvesting all relevant work products and integrating them into an initial EA. Experience shows that the harvesting process, as the initial phase of all EA-related projects, is more effective when conducted incrementally.
7.3 Enterprise ArchitectureAn Integrated Model

An enterprise can be viewed as a complex system whose components must carry out their own individual responsibilities and interact in various ways to accomplish the collective goals of the enterprise. As is true of any complex system, the EA must be built incrementally by a variety of stakeholders. The EA will be used and examined from multiple points of view. The interrelated nature of the EA demands that common portions of the model will be developed once and shared. Shared concerns must be coordinated, changed in synchrony, and recognized as opportunities for collaboration or possibly consolidation. This demand is met by managing the EA as an integrated model in which the enterprises business organization, operational processes, and technical infrastructure components are represented as collections of related elements at various degrees of detail. Figure 11 illustrates the general components of an EA development environment.
Scope Drivers Tailoring Governance Principles Evolution timelines Enterprise Prioritization Transition Strategy Forecasts
EA Roadmap
Perspectives
Generic Work Product Examples
Views
EA Work Products Alignment to A130
Documents Models Diagrams Presentations Tables
EA Production Tools
EA Analysis Tools
Investment analysis Consistency Change impact Recovery
Existing Work Products
EA Repository
Structure Integrated information Interrelationships Configuration management Access control
Figure 11: General Components of an EA Development Environment
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The integrated EA structure is governed by an underlying integrated metamodel that defines both EA element types and their interrelationships. Generally, the EA is built in accordance with a set of work product guidelines and templates; each Metamodel describes a portion of the metamodel. Many elements appear in multiple work products; the A model that provides an integration of interrelationships among those shared elements, information and relationships across the multiple types of models that are used in the as defined in the metamodel, tie their work various architecture views, levels, work products together and collectively form the products, tools, and notations. integrated model.
7.4 EA Repository
An EA Repository is an information asset used to store, access, and manage all EA information, relationships among the information elements, and work products. The following subsections define the purpose of an EA Repository and approaches to managing it.
7.4.1 Purpose
The main purpose of the EA Repository is to organize EA information and provide mechanisms for accessing the information. Each bureau should establish the type of EA Repository appropriate for its needs. An EA Repository can be implemented in various ways, including shared file folders, an intranet web site, or an architecture management tool. The EA Repository can be used to combine the products of multiple contributors, possibly using multiple tools, into a single, consistent model. The integrating structure of the EA Repository is the metamodel. An EA Repository is necessary when: Multiple tools are used, including different tools for different artifacts or the same artifacts information shared between different tools Multiple parties participate in development and information sharing is involved Consistency checking across architecture artifacts is desired Third-party or additional tool sets will use the architecture information for analysis Central configuration management is required or desired
Central management of the EA repository is needed to support sharing of EA information among both organizations and tools and to enforce uniform management of this information. Depending on the need, a repository may be stored on a single server or it may be a virtual repository operating on multiple servers. Multiple parties will be involved in supplying and using EA information and each organization may have a distinct tool set. For example, some organizations will be involved in developing EA information in support of business process and information system implementation, while others will be analyzing this information with a different tool set to support planning and investment decision making.
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7.4.2 Approaches
There are two main approaches for managing EA information in an EA Repository. The first approach manages work products as individual documents or files. The second stores the EA information as a collection of elements in a specialized database, organized and interrelated by the EA metamodel, from which pre-defined and/or ad hoc work products can be dynamically generated. The second approach helps manage consistency across products. Each bureau will identify the EA Repository environment appropriate to its needs. Management functions for EA information include configuration management and control to enforce consistency across architecture artifacts. These functions must be handled in a consistent manner to ensure the integrity of the EA. Uniform data access and management also support information assurance principles. When architecture information needs to be shared among multiple organizations using multiple tool sets, a common format for expression (visual display) or interchange (by data or middleware) needs to be established. Appendix C contains additional information regarding architecture repository tools.
Note: At present, Treasury has not specified a common, Department-wide format or mechanism for interchange of architecture information.
7.5 Work Product Development Tools

There are various software tools that can be used to produce EA work products. Categories of tools include: Document preparation Presentation preparation Diagramming Spreadsheets Database management systems Modeling Business process modeling Data modeling Object modeling using the Unified Modeling Language (UML) A broad selection of mature vendor products is available to support development of work products in these categories. Each bureau will select the tools appropriate to its needs.
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8 Guidance for Producing the Enterprise Architecture Repository

Producing the EA Repository involves addressing the following key issues: How do we populate the framework, models, and information to create the information repository asset? How do we present the information in a usable form? How do we ensure that the architecture has done what it is intended to do?
8.1 Populating the Repository

The EA should be built and maintained in increments as a by-product of normal business projects and ongoing activities. For example, the top level of the EA should be produced as a by-product of a project designed to support enterprise-level objectives, such as business or IT strategic planning or reorganization. However, because the top level of the EA can provide an invaluable basis for prioritizing, scoping, and integrating all subsequent EA work, this crucial product may also be built in a one-time project whose sole objective is to initialize the EA and to jump-start its integration. In either case, the initialization project should be broad in scope but not necessarily deep in detail. It may begin by harvesting appropriate EA-related work products, and should fill in gaps if their coverage is sparse or uneven in detail. It should produce a high-level model of the entire enterprise that: Establishes a clear understanding of the overall enterprise Clarifies the goals for the EA Provides an integrating structure that incorporates harvested work products within an overall model, clarifies their interdependencies, and identifies the gaps Ensures an enterprise focus for all subsequent EA work Provides a basis for prioritizing, scoping, and integrating subsequent EA work
Sometimes, the high-level EA is developed in two separate subtasks: one focuses on the business architecture and the other focuses on the technical architecture. Under this approach, the technical architecture work products must be reconciled with the business architecture work products because each should inform and influence the other.
8.2 Presenting EA Information

The TEAF includes generic examples of the diagrams and models used for all essential work products and for many of the supporting work products. Treasury encourages bureaus to base their work products on the generic examples provided in the TEAF. If a bureau has reason to use
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a variant or alternative presentation of the information for its own purposes, this should be documented.
8.3 Assessment of EA Effectiveness

An EA can be considered effective if a bureau has, and follows, management processes that use the EA. It should be the aim of each bureau to define goals for improving the maturity of its EArelated practices. The bureau should identify evaluation factors, perform a self-assessment on a periodic basis, and use the results for future process improvement.
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Appendix A: Work Products

A.1 Overview of Work Products
An EA description consists of a set of related work products that document and depict various features of the architecture. This appendix characterizes the work products that organizations will produce when building an EA description in accordance with the TEAF. Resources and TEAF work products important to an organizations EA activities are categorized into the following three main categories, as shown in Figure 12: EA Direction Resources and TEAF work products that provide direction for the preparation or update of an EA. The EA direction resources and work products drive changes to the EA. Direction derives from legislation, policies, strategic plans, requirements, principles, and other sources. These sources and work products are not part of the EA description and, therefore, are not listed in the TEAF Matrix. EA Description TEAF work products that describe the target EA and appropriate aspects of the current EA. EA direction work products are needed before preparing or updating an EA. The EA description work products are listed in the TEAF Matrix. EA Accomplishment TEAF work products that document how to implement an EA. These work products document enterprise transition strategies and require the EA work products as inputs. These work products are not part of the EA description and, therefore, are not listed in the TEAF Matrix.
A.2 Essential vs. Supporting Work Products

Work products are divided into two categories: essential and supporting. Essential work products are those that must be built for all architecture descriptions. Supporting work products are additional work products that individual organizations may want to build to satisfy unique needs not met by the essential work products. These products are not mandated by the TEAF, but may be mandated by individual organizations within Treasury. Criterion 1: The essential work products, collectively, must be appropriate as an analytical basis for Department-wide decisions Criterion 2: Each TEAF Matrix view must contain at least one essential work product Criterion 3: Each essential work product must help satisfy at least one of the architectural components required by OMB Circular A130, and each of the required components must be supported by at least one essential work product
The following criteria were used to determine the composition of essential work products:
(Many work products are derived from the Department of Defenses C4ISR Architecture Framework, Version 2.0, and have been modified to make them more suitable for use by Treasury.)
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EA Direction
Functional View
EA Description
Information View Infrastructure View Organizational View
EA Accomplishment
Agency Policies
Planner Planner Perspective
Legislation & Directives Organization Chart
Enterprise Transition Strategy
Information Assurance Policy Activity Model Information Assurance Trust Model Information Exchange Matrix (Conceptual) Node Connectivity Description (Conceptual)
Forecasts
Owner Owner Perspective
Strategic Plans
Designer Designer Perspective
Builder Builder Perspective
Figure 12: Resources and TEAF Work Products for EA Direction, Description, and Accomplishment
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Business Process/ System Function Matrix Event Trace Diagrams Data CRUD Matrices Logical Data Model State Charts Information Exchange Matrix (Logical) Node Connectivity Description (Logical) System Functionality Description Information Exchange Matrix (Physical) Physical Data Model Node Connectivity Description (Physical)
Other Resources
Enterprise Requirements
Enterprise Architecture Roadmap
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A.3 Overview of Work Products A.3.1 EA DirectionResources and Work Products

An organizations strategic direction provides a foundation for preparing and updating an EA. The following resources are inputs that provide direction to the development of the EA description: Legislation and directives Agency policies Strategic plans Enterprise requirements EA Roadmap (Essential) Information Assurance Policy (Essential) Enterprise Principles (Supporting)
The following are EA direction work products:
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A.3.2 EA DescriptionWork Products in the TEAF Matrix

As shown in Section 3.3, the TEAF is built upon the foundation of a matrix made up of four EA views and four EA perspectives. Each view describes related aspects of a given EA, and each perspective describes those aspects from a particular stakeholder angle, at an appropriate level of detail. EA work products document information pertinent to each cell of the matrix as illustrated in Figure 13.
Views
Functional View Planner Information View Organizational View Infrastructure View
Perspectives
Owner
Designer
Builder
Figure 13: The TEAF Matrix of EA Views and Perspectives
A.3.2.1 Overview of Essential EA Description Work Products The essential EA description work products, as shown in Figure 14, correspond to the Planner and Owner perspectives and consist of: Mission and Vision Statements Information Dictionary Organization Chart Technical Reference Model Standards Profile Activity Model Information Assurance Trust Model Information Exchange Matrix
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Node Connectivity Description (Conceptual) Information Assurance Risk Assessment System Interface Description, Level 1
Planner Perspective
Organization Chart
Activity Model
Owner Perspective
Information Exchange Matrix (Conceptual)
Information Assurance Risk Assessment System Interface Description Level 1
Builder Perspective
Figure 14: Essential EA Description Work Products in the TEAF Matrix
A.3.2.2 Overview of Supporting EA Description Work Products The supporting EA description work products, as shown in Figure 15, correspond to the Designer and Builder Perspectives and consist of: Business Process/System Function Matrices Event Trace Diagrams State Charts Data/Function Create/Read/Update/Delete (CRUD) Matrices and/or Data/System CRUD Matrices Logical Data Model Node Connectivity Description (Logical)
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System Interface Description, Levels 2 and 3 System Functionality Description Physical Data Model Node Connectivity Description (Physical) System Interface Description, Level 4 System Performance Parameters Matrix
Other work products can be designed and used as needed by individual organizations.
Planner Perspective
Owner Perspective
Business Process/ System Function Matrix
Information Exchange Matrix (Logical) Data CRUD Matrices Logical Data Model
Event Trace Diagrams State Charts
Node Connectivity Description (Logical)
Builder Perspective
Information Exchange Matrix (Physical) Physical Data Model
Figure 15: Supporting EA Description Work Products in the TEAF Matrix
A.3.3 EA AccomplishmentWork Products

Once an EA has been established, strategies and plans for achieving the EA are prepared. The following work products prepare a bureau for implementing its EA: Enterprise Transition Strategy (Essential) Forecasts (Supporting)
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A.4 Descriptions of Work Products

This section describes the essential and supporting work products and provides generic examples. The essential work products are described in more detail to enable architects to begin building architectures that include these products. Supporting work products are also described, but in less detail since their use is optional and their format is more flexible.
A.4.1 EA DirectionEssential Work Products

A.4.1.1 Information Assurance Policy (Essential) The Information Assurance Policy is an essential work product providing EA direction. The IA Risk Assessment (essential), and the IA Trust Policy Model (supporting) are related work products It can be difficult to distinguish policy from that are part of the EA description. There are several issues surrounding Policy relates to an organizations underlying information assurance policy. Policy strategies, principles, and regulations. Policy determines what information assurance is provides direction and constraints to an EA, needed, and is the touchstone against which a and should be independent of selected solutions. solution is compared during certification and accreditation. The Information Assurance Policy will evolve during business process improvement and the subsequent system design and development, as the process uncovers areas where policy is missing or unclear. An important part of architecture management is to establish final responsibility for the Information Assurance Policy and to establish procedures for resolving policy issues as they arise. A.4.1.2 Enterprise Architecture Roadmap (Essential) The EA Roadmap is a textual product that provides a description of an organizations multiyear plans for preparing, using, and managing its EA. It should be produced by Treasury, each of the bureaus, and by the Departmental Offices as appropriate. Each EA Roadmap should contain the following elements: The organizations goals for its EA The scope of the organizations EA Key drivers within the organization Stakeholders and their roles The organizations high-level governance approach toward its EA A high-level description of the organizations EA approach or formal methodology to be used A listing of the essential and supporting work products that will be prepared A high-level description of the planned activities and schedule related to EA development, use, and management
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A.4.2 EA DirectionSupporting Work Product

A.4.2.1 Enterprise Principles (Supporting) The Enterprise Principles work product documents bureau-specific principles that guide the development of its EA. Architecture principles are statements of preferred direction or practice. Principles constitute the rules, constraints, and behaviors with which a bureau complies in its daily activities over a long period of time. Principles may change as the bureaus mission or business changes, or as its operational environment changes. Principles should be developed to reflect the objectives of the organization in the long term. Accordingly, adjustments to architecture principles should be minor, infrequent, and undertaken thoughtfully. Architecture principles form the basis for gaining organizational consensus and guiding the development of appropriate solutions. The expression of principles can help communicate awareness of architectural concerns throughout a bureau. Architecture principles establish a stable base for making investment management decisions and high-level technical decisions. Each organization will formulate architecture principles appropriate to their missions and situation. Principles should state a fundamental belief of the bureau. Each principle should be accompanied by a statement of the rationale for the principle and a statement of the principles implications.
A.4.3 EA DescriptionEssential Work Products

The description of each essential work product (excluding the Mission and Vision Statements, and Information Dictionary) consists of three parts: A text description of the work product A generic example of the typical format for the work product A table showing the information attributes that should be captured in the work product. Required attributes are indicated by a Y in the first column and are shown in bold type within the table. Optional attributes are shown in unbolded type within the table. Optional attributes may not be applicable to all architectures; but should be supplied when deemed relevant for an enterprises needs. Items listed under Implied Relationships represent information that is typically captured by an automated tool that has semantic understanding of the associated graphic; if no such tool is used, this information must be captured manually. The following sections describe each essential EA work product, and are ordered by the position of work products in the TEAF Matrix, starting with the work product in the left cell of the top row, proceeding right to subsequent cells in that row, then in the same fashion for each lower row.
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A.4.3.1 Mission and Vision Statements (Essential) The Mission Statement describes the charter of the enterprise and the scope of work the enterprise needs to perform. The Vision Statement describes critical success factors for achieving the enterprises mission, including the resolution of key issues involving current performance of the mission. Vision Statements cover both business process aspects of the enterprise and IT aspects. Following is a sample outline for this work product: Organizational Mission Statement Customer Needs Business Goals and Objectives Business Vision Critical Business Issues Critical Success Factors High-Level Operational Concept Description (text and graphics) The graphics for the High-Level Operational Concept Description are informal, presentationstyle graphics, not part of a formal model. A.4.3.2 Information Dictionary (Essential) Many of the architectural products have a graphical representation. However, there is textual information in the form of definitions and metadata (i.e., data about an item) associated with these graphical representations. The Information Dictionary provides a central source for all definitions and metadata, including those that may be provided for convenience within another product as well. At a minimum, the Information Dictionary is a glossary with definitions of terms used in the given architecture description. The Information Dictionary consists of the attribute table information for all the other work products. The Information Dictionary makes the set of architecture products stand-alone so that it may be read and understood without reference to other documents. Each labeled graphical item (e.g., icon, box, or connecting line) in the graphical representation of an architectural product should have a corresponding entry in the Information Dictionary. The type of metadata included in the Information Dictionary for each type of item will depend on the type of architectural product from which the item is taken.
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A.4.3.3 Organization Chart (Essential) The Organization Chart illustrates the relationships among organizations or resources. These relationships can include oversight, coordination relationships (influences and connectivity), and many others, depending on the purpose of the architecture. It is important to show these relationships in an architecture because they illustrate fundamental roles and management relationships. For example, oversight relationships may differ under various circumstances. Differing oversight relationships may mean that activities are performed differently or by different organizations. Different coordination relationships may mean that connectivity requirements are changed. Figure 16 shows a generic example of an Organization Chart and Table 6 provides a listing of the types of information to be captured.
Top-Level Organization
Hierarchical Relationship
Coordination or Other Specified Relationship Second-Level Organization Second-Level Organization
Third-Level Organization
Third-Level Organization
Figure 16: Organization ChartGeneric Example
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Table 6: Organization ChartInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Implied Entities, Attributes, & Relationships Graphical Box Types Y Y Y Y Organization Name Description Role/responsibility Graphical Arrow Types Y Y Y Y Y Y Organizational Relationships Name/Label Description Type Organization Name 1 Organization Name 2 Relationship label used on graphic Textual description of relationship For example: Direct/Oversight, Indirect, Situation Dependent; Coordination; Backup Name of source organization for relationship Name of destination organization for relationship (Organizations included in the architecture) Name of the organization Textual description of the organizations purpose, including spelling out all acronyms Textual description of the roles played by the organization Example Values/Explanation
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A.4.3.4 Technical Reference Model (Essential) A Technical Reference Model (TRM) is a taxonomy that provides the following6: A consistent set of service areas, interface categories, and relationships used to address interoperability and open-system issues Conceptual entities that establish a common vocabulary to better describe, compare, and contrast systems and components A basis (an aid) for the identification, comparison, and selection of existing and emerging standards and their relationships
The TRM organizes the Standards Profile and any Standards or Technology Forecast documents. It can also organize technology infrastructure documentation. Frequently, some combination of the documents organized using the TRM are presented in a single document. Each bureau needs to adopt or define a TRM for its own needs. Treasury has not yet adopted a Treasury-wide TRM. Figure 17 depicts the service areas of the U.S. Customs Service TRM as an example. Other prominent examples include the DOD TRM7 and The Open Group Architecture Framework TRM8.
User Environment
Workstation Productivity Tools Analysis Tools Data Services Databases Data Warehouse Data Mgmt.
Application Services
App Dev Env Web App Services Document Mgmt.
Integration Services Middleware Service Area Domain Operating Systems Email Network Storage Workflow Communications Interchange
Common Services Security Infrastructure Mgmt. Distributed Computing Voice Application Servers Power Mgmt. Technologies
Figure 17: Example: U.S. Customs Service Technical Reference Model (Adapted)
6 7
Source: Joint Technical Architecture, Version 3.0, November 15, 1999. Department of Defense Technical Reference Model, Version 1.0, November 5, 1999, www-trm.itsi.disa.mil. 8 The Open Group Architecture Framework (TOGAF) Technical Reference Model, Version 5, 1999, www.opengroup.org/togaf. 55
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As shown in Figure 18, U.S. Customs Service TRM includes service areas (e.g., Common Services) consisting of domains (e.g., Operating Systems (OS)), which in turn consist of subdomains (e.g., Desktop/Client OS, Mainframe OS, Network OS, and Application/Data Server OS). Each sub-domain has status categories, which are illustrated in Figure 19. These subdomain status categories are defined in Table 7. Table 8 provides a listing of the types of information to be captured.
Structure
Service Area DOMAIN
SUB-DOMAIN SUB-DOMAIN SUB-DOMAIN SUB-DOMAIN SUB-DOMAIN
Example
Service Area Domain
Common Services Operating Systems
Desktop/Client OS Maintenance OS
Sub-Domains Each sub-domain contains the detailed information on the following topic areas: Definitions Key Roles and Points of Contact Technical and Product Specifications Selection Criteria Benefits Technical Architecture References
Network OS App Server OS
Figure 18: Example: U.S. Customs Service TRM Service Areas, Domains, and Sub-domains
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Each Sub-domain is given a status to help rank its relative criticality
Foundation
Pillar
Commodity
Proposed
Sub-domain Status Categories
Retired
Figure 19: Example: U.S. Customs Service TRM Sub-domain Status Categories Table 7: Example: U.S. Customs Service TRM Sub-domain Status Category Definitions Sub-domain Status Category
Foundation
Definition
A sub-domain with a Foundation status represents the highest level of criticality to the architecture. Foundation elements are the most important elements and have the largest impact across the enterprise. The Pillar sub-domains are built on top of the Foundation sub-domains. They represent technologies with significant choice, consequences, and implications based on the Foundation sub-domains. The Commodity status describes sub-domains that are not differentiated on the basis of strategic importance to the enterprise. They are seldom changed, and although vital to maintain, their selection does not have significant architectural implications The Proposed status serves as a placeholder reserved for future subdomains that are in development or are emerging but not yet populated. The Retired status represents a sub-domain that is being phased out of the architecture. This could be due to changing or obsolete technologies or consolidation with other domain elements.
Pillar
Commodity
Proposed Retired
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Table 8: Technical Reference ModelInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Y Y Y Y Y Y Y Entities, Attributes, & Relationships Entities & Attributes Technical Reference Model Name Date Version Authority Service Area Service Domain Name Name/identifier for a service domain (i.e., optional second level grouping of services examples from Customs include Operating Systems and Network under Common Services) Text description of the domain and the services it includes Name/identifier for a service sub-domain (i.e., optional third level grouping of services examples from Customs include Desktop/Client OS and Mainframe OS under Operating Systems) Text description of the sub-domain, including any platform restrictions that are being used to group the services Code for status of sub-domain services as a group. Examples from Customs include: Proposed, Foundation, Pillar, Commodity, and Retired. Formal name of the Technical Reference Model document Date on which the document was issued or approved Version number of the document Title of the person approving the document for use See Information Attribute table for Standards Profile See Information Attribute table for Standards Profile Example Values/Explanation
Description Sub-Domain Name
Description
Status Category
Relationships Y Y Y Y Reference Model Includes Service Area Reference Model Name Service Area Name Service Area Includes Service Name/identifier of Technical Reference Model Name/identifier of service area (At a minimum, services must be grouped under service areas. However, if lower level grouping mechanisms are used i.e., domains and subdomains, the services may be grouped under these lower levels instead and the lower levels grouped under the service areas.) Name/identifier of service area Name/identifier of service Name/identifier of service area
Y Y
Service Area Name Service Name Service Area Contains Domain Service Area Name
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Entities, Attributes, & Relationships Domain Name Domain Contains Sub-domain Domain Name Sub-domain Name Domain Includes Service Domain Name Service Name Sub-Domain Includes Service Sub-domain Name Service Name
Example Values/Explanation Name/identifier of domain Name/identifier of domain Name/identifier of sub-domain Name/identifier of domain Name/identifier of service Name/identifier of sub-domain Name/identifier of service
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A.4.3.5 Standards Profile (Essential) The Standards Profile of an architecture is the set of rules that governs system implementation and operation.
Profile
A work product that references other specifications and selects conforming options within the work product.
In most cases, especially in describing architectures with less than a Department-wide scope, building a Standards Profile will consist of identifying the applicable portions of existing standards guidance documentation, tailoring those portions as needed in accordance within the latitude allowed, and filling in any gaps. This work product references the technical standards that apply to the architecture and how they need to be, or have been, implemented. The profile is time-phased to facilitate a structured, disciplined process of system development and evolution. Time-phasing also promotes the consideration of emerging technologies and the likelihood of current technologies and standards becoming obsolete. A Standards Profile constructed as part of a given architecture will be structured appropriately and in accordance with the purposes for which the architecture is being built. Typically, this will involve starting with one or more reference models for the architecture and selecting relevant service areas. For example, since real-time operating system variants are outside the scope of a non-real-time system, real-time services would be dropped from further consideration. The identification of relevant services within service areas points to agreed-upon standards, to which appropriate options and parameters are applied. This creates a relevant subset for the system. Project standards may be selected when there are no standards that apply to a relevant service. A Standards Profile documents the usage of the following items within an enterprise: Industry standards or technologies Federal or Treasury standards or technologies Bureau standards or technologies Commercial products Federal, Treasury, or bureau products
Other profiles can be produced that aggregate standards and products into a composite for a particular architectural purpose. For example, a Platform Profile can be defined that identifies a standard platform operating environment, such as a mainframe, mid-tier server, or web client. Profiles for TRM Service Area Domains (see Section A.4.3.4) can be produced for each of the following technology planning timeframes: Baseline: standard or product used in a deployed system Tactical: standard or product can be used in a tactical timeframe (e.g., 13 years) Strategic: standard or product targeted for use in a strategic timeframe (e.g., 35 years)
In addition, a Profile can reflect standards and products according to product life cycles, including maturity and acceptability factors:
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Emerging: product or standard under development and should be re-examined periodically for acceptance Mainstream: primary option for development of new systems or migrations Containment: product or standard that is not acceptable for new development projects, and maintenance will be limited to legacy or specialized systems Retirement: product or standard was legacy or previously accepted, but should no longer be used Rejected: a product or standard that is not acceptable
(The emerging products and standards also may be documented separately in Technology and Standards Forecast documentation as discussed in Section A.4.5.2.) A notional example of a Standards Profile with a data management focus is shown in Table 9; Table 10 provides a listing of information attributes to be captured. The example illustrates a subdivision of the service beyond what is shown in the accompanying attribute table. Organizations should feel free to organize the standards within the service areas as required.
Table 9: Standards ProfileNotional Example Service Area Service Service Category
Kernel Operations
Standard
FIPS 151-2: Portable Operating System Interface (POSIX) C system Application Program Interface FIPS 189: Portable Operating System Interface (POSIX) Part 2: Shell and Utilities FIPS 152: Standard Generalized Markup Language (SGML) FIPS 127-2: Entry Level: Database Language SQL
System Services
Operating System Shell and Utilities
Information Exchange Application Services Data Management
Document Interchange Relational Database Management Systems Open Systems Internetworking
Communications
Data Transport
FIPS 146-2: Profiles for Open Systems Internetworking Technologies (POSIT)
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Table 10: Standards ProfileInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Implied Entities, Attributes, & Relationships Entities Y Y Y Y Y Y Y Y Standards Profile Name Description Applicable Date Technical Reference Model Service Area Name Description Name/identifier for service area included in profile or forecast Textual description of service area and included services, including issues for and impacts on system architecture Date or version number for the service area forecast (for use in forecast products) Name/identifier of profile Text summary description covering the content of the profile, including reference to any parent profile Start date for use of the profile See information attribute table for Technical Reference Model Example Values/Explanation
Version/Date Y Y Y Service Name Description Status
Name/identifier for service Text summary description of the service Applicability of some standard for this service: for example, now or future, meaning there are current standards for this service or interface to the service; or there are expected to be some in the future
Y Y Y Y Y
Standard Standard Name Description Options Parameters Start Date End Date Standard Data Element Name Reference Name of identified standard data element Source and reference number for standard definition Name and ID number for standard, including maintaining organization and relevant revision dates Text summary description of content of standard Selected standard options Selected standard parameters Initial date on which the standard is applicable Date after which the standard is no longer applicable
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Implied Entities, Attributes, & Relationships Version(s) Standard Data Model Name Description Reference Version(s) Project-Specific Standard Name
Example Values/Explanation Version number for standard definitions
Name of identified standard data model (logical or physical) Text summary description of domain covered by standard data model Source and reference number for standard models Version number for standard models
Name of local, company, proprietary, or methodology-based standards that dont correspond with reference models (e.g., coding standards, design standards, test format standards) or that cover services for which other standards are not mandated Text summary description of applicability and content of project-specific standard Selected standard options Selected standard parameters
Description Options Parameters Relationships Standards Profile Is Refinement Of Base Standards Profile Base Standards Profile Name Standards Profile Name
Name/identifier of a standards profile Name/identifier of a standards profile which is a refinement of the other profile (i.e., has more of the parameters and options selected, has selected fewer service areas, or has selected specific standards for a service out of a set of potential standards for that service offered in the more general profile)
Y Y Y Y Y Y Y Y Y
Standards Profile Is Based On Reference Model Standards Profile Name Reference Model Name Standards Profile Includes Service Area Standards Profile Name Service Area Name Standard Addresses Service Standard Name Service Name Name/identifier of a standard Name of the service to which the standard is applicable Name/identifier of a standards profile Name/identifier of a service area contained in the standards profile Name/identifier of standards profile Name of a reference model used to organize the profiles standards
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Req. Y Y Y
Implied Entities, Attributes, & Relationships Standards Profile Contains Standard Standards Profile Name Standard Name Standards Profile References Standard Data Element Standards Profile Name Standard Data Element Standards Profile References Standard Data Model Standards Profile Name Standard Data Model Name Standard Data Model Contains Standard Data Element Standard Data Model Name Standard Data Element Name Standards Profile Contains Project-Specific Standard Standards Profile Name Project Specific Standard Name
Example Values/Explanation
Name/identifier of a standards profile Name/identifier of a standard contained in the profile
Name/identifier of standards profile Name/identifier of a standard data element referenced in the profile
Name/identifier of standards profile Name/identifier of a standard data model referenced in the profile
Name/identifier of standard data model Name/identifier of standard data element used in the model
Name/identifier of standards profile Name of a project-specific standard contained in the profile
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A.4.3.6 Activity Model (Essential) The Activity Model (also called a Business Process Model) describes the applicable activities associated with the architecture, the data and/or information exchanged between activities (internal exchanges), and the data and/or information exchanged with other activities that are outside the scope of the model (external exchanges). The models are hierarchical in nature; they begin with a single box that represents the overall activity and proceed successively to decompose the activity to the level required for the architecture. The Activity Model captures the activities performed in a business process or mission and their inputs, controls, outputs, and mechanisms (ICOMs)9. Mechanisms are the resources that are involved in the performance of an activity. Controls, such as legislation or a business rule, represent constraints on an activity. The Activity Model can be annotated with explicit statements of business rules, which represent relationships among the ICOMs. For example, a business rule can specify who can do what under specified conditions, the combination of inputs and controls needed, and the resulting outputs. In addition, the Activity Model identifies the mission domain of the model and the viewpoint reflected by the model. Textual descriptions of activity definitions and business flows should be provided, as needed. Annotations to the model may identify the nodes (business locations) where the activities take place or the costs (actual or estimated) associated with performing each activity. The Activity Model contributes to the definition and understanding of a functional architecture. The Activity Model can capture valuable information about an architecture and can promote the necessary common understanding of the subject area. However, care must be taken to ensure that the modeling process is performed efficiently and usefully, and that the needed information is captured without excessive layers of decomposition and without the inclusion of extraneous information. One way to achieve this efficiency is by using the template model approach. Using this approach, an Activity Model template is constructed and used as a guideline for building multiple models that cover the same set of activities, but from different viewpoints and/or emphasizing different aspects of the activities. The template model specifies the activities, generic ICOM categories, and specific characteristics to be captured in the models. The different viewpoints can be those of multiple organizations that perform similar activities; in this case, the template approach allows those organizations processes to be compared. The objective of this technique is to focus the modeling effort so that a number of small, quickly developed models can be produced instead of a large, many-layered model that may be cumbersome to use and time-consuming to develop. The Activity Model includes a chart of the hierarchy of activities covered in the model, facingpage text for each diagram that provides any required detail, and a dictionary that defines all activities and terms used in the diagrams.
9
Note that in this discussion some terms, such as ICOM, are used in describing Activity Models. These terms are specific to the Integrated Definition [IDEF0] modeling technique. These terms are used for convenience and are familiar to a large community. The use of these terms is not meant to prohibit use of other activity modeling techniques. An alternative representation of the Activity Model is Business/Enterprise Use Cases, an object-oriented technique. 65
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Figure 20 provides generic examples of the Activity Model and Table 11 provides a listing of the types of information captured.
A0
Activity Hierarchy
A3
A1
A2
1
A1.1 A1.2 A3.1 A3.2
Activity Diagram
2
A3.2.1 A3.2.2
Figure 20: Activity ModelGeneric Examples Table 11: Activity ModelInformation Attributes
Required items are presented in bold type and are marked with a Y in the first column. Req. Entities, Attributes, & Relationships Graphical Box Types Y Y Y Activity Name Description References Y Level identifier Activity Cost Y Information Exchange Graphical Arrow Types Y Y Y Y Y Y Y Y Box Connectors Name Description Type For subtype Input Source Destination Information Exchange Name Name of source activity box or External Name of destination activity box Name/identifier of the information exchanged Name or label of connector on graphic Textual description One of: input, output, and if using IDEF0, control, or mechanism (Also known as business process) Name/identifier of mission/business activity Description of the activity Any policy references that provide further explanation of the activity Level number in the leveled family of diagrams Cost for activity derived from or used in activitybased costing analysis See attribute table for Information Exchange Matrix Example Values/Explanation
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Req. Y Y Y Y
Entities, Attributes, & Relationships For subtype Output Source Destination Information Exchange Name For subtype Control Source Destination Information Exchange Name For subtype Mechanism Activity Supported Resource type For subtype role Organization For subtype system System
Name of source activity box Name of destination activity box or External Name/identifier of the information exchanged (Required if using IDEF0) Name of source activity box or External Name of destination activity box Name/identifier of the information exchanged (Required if using IDEF0) Name of activity that the mechanism arrow points to Type of resource represented: role or system
Organization name or personnel skill type
System name or generic identifier (For Activity Hierarchy Chart) Name/identifier of an activity that has a decomposition Name/identifier of child (i.e., subordinate) activity
Y Y Y
Node Tree Connector Parent Activity Child Activity
Implied Entities & Attributes Y Y Y Model Name Type Purpose Viewpoint Y Y Y Y Y Y Diagram Title Diagram Number Facing Page Text Identifier Text Identifier/title of a page of text Text description of a diagram and its component parts Title of diagram/graphic Level number of diagram (for leveled families of diagrams) Name/identifier of activity model IDEF0-style model or other type of model Purpose of model (Required if using IDEF0) Viewpoint of model (Required if using IDEF0)
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Entities, Attributes, & Relationships Implied Relationships Diagram Belongs To Model Diagram Title Model Name Facing Page Text References Diagram Facing Page Text Identifier Diagram Title Activity Box Is Contained in Diagram Activity Name Diagram Title Box Connector Is Contained in Diagram Box Connector Name Diagram Title Activity Is Performed At Node Activity Name Operational Node Name Box Connector Corresponds To Box Connector Box Connector Name Box Connector Name Activity Is Parent To Activity Activity Name Activity Name
Title of a diagram Name of the model to which the diagram belongs
Identifier/title for a page of text Title of the diagram which the text describes
Name/identifier of an activity Title of the diagram on which the activity box occurs.
Name/label of Box Connector Title of diagram on which the Box Connector appears
Name/identifier of an activity Name/identifier of the operational node where that activity is performed.
Name of boundary Box Connector on child diagram Name of activity Box Connector on parent diagram
Name of activity in parent diagram Name of child activity in child diagram (i.e., diagram with larger number)
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A.4.3.7 Information Assurance Trust Model (Essential) A trust model describes who trusts whom for what. The trust model, like all the elements of an EA, should be expressed initially at a very high conceptual level and refined as the architecture is developed. The highest level trust model expressions are very close to security policy; as the architecture develops, more elements of the trust model are determined by architectural design decisions. The trusting and trusted entities can be groups of people, roles, information system components, locations, or collections of data.10 The things trusted for are the components of information assurance, such as confidentiality, integrity, availability, identification, and non-repudiation. The trust model expresses the intersection of the Information Assurance Policy with a threat environment identified by the Information Assurance Risk Assessment. Therefore, policy analysis, risk assessment, and trust model development should be performed at the same time and refined together. The trust model changes over time, as the Information Assurance Policy and the threat environment change. In addition to describing Right needed business functionality, the EA also expresses the trust model and must change over Right or permission granted by one entity to another. time. For example, the emergence of a new type of threat, such as an outbreak of denial of service Reliance attacks on Internet sites, should cause changes in Service provided by one entity that another the architecture of enterprises that are vulnerable entity relies on. (i.e., depend on Internet sites for customer orders and service requests). The focus of the IA Trust Model is to determine the type of trust one entity has for another. There are two kinds of trusts: rights and reliances. Examples of rights are: retrieving specified types of data from a data store, introducing specified types of new information into a data store, modifying security configuration information, and introducing new software. Examples of reliances are: maintaining the confidentiality or integrity of specified data, identifying and authenticating an entity, providing the authorizations associated with an entity, and supplying upon request specified types of data out of a data store. Rights and reliances may be qualified by limitations; for example, a user may be permitted to perform an action only when directly connected to the enterprise LAN. These qualifications are included in the right or reliance. Table 12 depicts a generic example of an IA Trust Model, and Table 13 provides a listing of the types of information captured.
10
A collection of data, or database, is not the same thing as a database management system. One database management system can support several databases, some of which may include information of greater sensitivity than others. 69
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Table 12: Information Assurance Trust ModelGeneric Example

Entity A Other Entity What A Trusts Other Entity for Rights B C Reliance What Other Entity Trusts A for Rights Reliance
Table 13: Information Assurance Trust ModelInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Implied Entities, Relationships, & Attributes Entities & Attributes Y Y Y Y Y Y Organization Activity System Component Node Accreditor Name Name/identifier of accrediting agency or body for the system or system of systems being described in the architecture Summary statement of goals of accrediting organization Identifier of an organization, activity (i.e., functionbased role), system component (including database), node (i.e., location), or accreditor in its role in the Information Assurance Trust Model Name/identifier of a type of right that can be granted by one Information Assurance Entity to another Text description of the right or permission Name/identifier of a type of service that one Information Assurance Entity can provide to another Text description of the service See information attribute table for Organization Chart See information attribute table for Activity Model See information attribute table for System Interface Description See information attribute table for Node Connectivity Description Example Values/Explanation
Y Y Y
Description Information Assurance Entity Designator
Y Y Y Y Y Y
Information Assurance Right Name Description Information Assurance Reliance Name Description
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Implied Entities, Relationships, & Attributes Relationships
Y Y Y Y
Organization Acts As An Information Assurance Entity Organization Name Information Assurance Entity Name Information Assurance Role Name/identifier of an organization Designator of the Information Assurance Trust Model entity Text description of the IA role played (e.g., who or whom in trust model ); organizations may appear in more than one type of role
Y Y Y Y
Activity Acts As An Information Assurance Entity Activity Information Assurance Entity Name Information Assurance Role Name/identifier of an activity Designator of the Information Assurance Trust Model entity Text description of the IA role played (e.g., who or whom in trust model ); activities may only appear in the whom role in the Trust Model
Y Y Y Y
System Component Acts As An Information Assurance Entity System Component Name Information Assurance Entity Name Information Assurance Role Name/identifier of a system component Designator of the Information Assurance Trust Model entity Text description of the IA role played (e.g., who or whom in trust model ); system components may appear in more than one type of role Name/identifier of a node Designator of the Information Assurance Trust Model entity Text description of the IA role played (e.g., who or whom in trust model ); nodes may only appear in the whom role in the Trust Model Name/identifier of an accreditor Designator of the Information Assurance Trust Model entity Text description of the context of the IA role played; accreditors may only appear as the who in the Trust Model
Y Y Y Y
Node Acts As An Information Assurance Entity Node Name Information Assurance Entity Name Information Assurance Role
Y Y Y Y
Accreditor Is An Information Assurance Entity Accreditor Name Information Assurance Entity Name Information Assurance Role
Y Y Y
Information Assurance Entity Trusts Information Assurance Entity Information Assurance Entity 1 Name Information Assurance Entity 2 Name Name/identifier of the Information Assurance Entity acting in the who role Name/identifier of the Information assurance Entity acting in the whom role
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Implied Entities, Relationships, & Attributes Reliance Name
Example Values/Explanation Name of the trusted service being provided by Information Assurance Entity 2 to Information Assurance Entity 1 Text description of the limitations on the scope of the trust regarding the service provision
Y Y Y Y Y
Trust Qualification Description Information Assurance Entity Grants Rights to Information Assurance Entity Information Assurance Entity 1 Name Information Assurance Entity 2 Name Rights Name
Name/identifier of the Information Assurance Entity acting in the who role Name/identifier of the Information Assurance Entity acting in the whom role Name of the right or permissions being granted by Information Assurance Entity 1 to Information Assurance Entity 2 Text description of the limitations on the scope of the trust regarding the granting of the rights or permissions
Trust Qualification Description
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A.4.3.8 Information Exchange Matrix, Conceptual (Essential) The Information Exchange Matrix (IEM) documents the Information Exchange Requirements (IERs) for an EA. IERs express the relationships across three basic entities (activities, business nodes and their elements, and information flow) and focus on characteristics of the information exchange, such as performance and security. IERs identify who exchanges what information with whom, why the information is necessary, and in what manner. IERs identify the elements of information exchanged between nodes in support of a particular activity. Relevant attributes of the exchange are noted. The specific attributes included are dependent on the objectives of the specific architecture effort, but may include the type of information media (e.g., data, voice, and video), quality (e.g., frequency, timeliness, and security), and quantity (e.g., volume and speed). The Information Exchange Matrix can be produced at three levels: Conceptual Information Exchange Matrix an essential work product that describes the prominent, high-level information exchanges between prominent nodes Logical Information Exchange Matrix a supporting work product that describes the design that details categories and classes of information exchanges, but does not describe the physical implementation of them Physical Information Exchange Matrix a supporting work product that describes the physical characteristics of the implementation of information exchanges.
Particular capabilities such as security level of communications may also be captured for each exchange. This work product emphasizes the logical and operational characteristics of the information, namely, what information is needed by whom, from whom, and when. The Information Exchange Matrix (IEM) is not intended to be an exhaustive listing of all the details contained in every IER of every node associated with the architecture. That would be too much detail for an architecture description. Rather, this work product is intended to capture the most important aspects of selected information exchanges. Selection of the important details of the information exchanges depends on the purpose of the architecture description. The nature of the Information Exchange Matrix lends itself to being described as a matrix. However, the number of information exchanges associated with an architecture may be quite large, even though the matrix may not contain all details about all IERs. To aid in understanding the nature of the information exchanges, developers and users of the architecture may want to view the IER data sorted in multiple ways, such as by task, by node, or by attribute. Consequently, using a matrix to present that information is limiting and frequently not practical. Due to its highly structured format, the Information Exchange Matrix lends itself readily to a spreadsheet or relational database. In practice, hardcopy versions of this product should be limited to high-level summaries or highlighted subsets of particular interest. Table 14 shows a representative example of a format that can be used for the Information Exchange Matrix. Note that in the figure each information exchange is keyed back to the needline (described in Section A.4.3.9) it helps fulfill. There may be many individual exchanges that collectively satisfy a single needline. The example presents some of the basic information as a starting point for project- or bureau-specific tailoring and extension. Table 15 provides a listing of the types of information captured.
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Identifier/ Name of Operational Needline Supported

Content Size Media Collaborative or One-Way? Interop Level Required
Identifier/ Name of Information Exchange
Nature of Transaction Triggering Event That Causes the Need for the Information Information Source
Information Destination
Identifier of Identifier of Identifier of Identifier of Producing Node Producing Receiving Node Receiving or Node Element Activity or Node Element Activity
e.g., 1-a 1-b 1-n e.g., 2-a 2-b 2-n
Table 14: Information Exchange MatrixGeneric Example
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Information Assurance Attributes Threats Operational Environment
Other Assured Integrity Electronic Policy/ Privacy/ Authorization Political/ Physical (jamming, Weather Terrain Doctrine Dissemination Criticality Checks to Send/ Economic Required hackers, etc.) Constraints Controls Receive
Performance Requirements
ThroughFrequency Timeliness put
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Table 15: Information Exchange MatrixInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Implied Entities, Attributes, & Relationships Entities & Attributes Y Y Y Y Information Exchange Name Content Size Media Y Collaboration status Interoperability level required Y Y Y Y Y Triggering Event Name of Producing Node Name of Producing Activity Name of Receiving Node Name of Receiving Activity Frequency of Exchange Required Timeliness Required Y Y Y Throughput Required Other Privacy/dissemination controls Criticality Name for the information exchange Description of the information exchanged Value range or size (i.e., number of characters or digits) of permissible data (if applicable) Digital, voice, text, etc. Yes (data flows both ways) or no (data flows in one direction) e.g., Levels of Information System Interoperability (LISI) level Text description of event that causes the need for the information exchange Name/identifier of node or node element that provides the information Name/identifier of activity that provides the information Name/identifier of node or node element that receives the information Name/identifier of activity that receives the information How often does the information need to be exchanged, e.g., hourly, daily, on-demand, etc. Length of time after the triggering event that the information is still useful e.g., bits per second e.g., accuracy, reliability e.g., public, private, sensitive text, or classification scheme Degree to which the business function will be adversely impacted if the information is not received in a timely fashion Checks needed to verify that the information has not been corrupted in transmittal Authentication of sender or receiver Text description of likely physical threats to the information exchange, e.g., physical interruption of communications e.g., jamming, hacking e.g., International legislative restrictions on information exchange Example Values/Explanation
Integrity Checks Required Assured Authorization Physical Threats
Electronic Threats Political/Economic Threats Operational Environment
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Implied Entities, Attributes, & Relationships Operational Environment: Weather Operational Environment: Terrain Operational Environment: Policy/Legislative
Example Values/Explanation Weather conditions that impact information exchange Geophysical barriers/constraints on information exchange See Node Connectivity Description attribute table See Node Connectivity Description attribute table A partition or subdivision of a node Name/identifier of element of a node Text description spelling out any acronyms in name and describing the function, role, or mission of the element See Activity Model attribute table
Y Y
Needline Node Node Element Name Description
Activity Relationships
Y Y Y
Information Exchange Supports a Needline Information Exchange Name Needline Name Node contains Node Element Node Name Node Element Name Needline Involves Node Elements Needline Name Producing Node Element Name Receiving Node Element Name Activity Is Performed by Node Element Activity Name Node Element Name Name/identifier of an activity Name/identifier of the element performing the activity Name/identifier of a needline Name of the element with the requirement to send information Name of the element with the requirement to receive information Name/identifier of node Name/identifier of the partition or subdivision of a node Name/identifier of information exchange Name/identifier of needline supported
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A.4.3.9 Node Connectivity Description, Conceptual (Essential) The Node Connectivity Description (NCD) Needline illustrates and describes the business locations A representation of the fact that two nodes (nodes), the needlines between them, and the (business locations) need to communicate characteristics of the information exchanged. with each other.
The Node Connectivity Description can be produced at three levels:
A needline does not prescribe the specific communications pathway(s) used.
Conceptual Node Connectivity Description an essential work product that describes the prominent, high-level nodes Logical Node Connectivity Description a supporting work product that describes the design that details categories and classes of nodes, but does not describe the physical implementation or locations of nodes Physical Node Connectivity Description a supporting work product that describes the physical implementation and locations of nodes.
Each needline is represented by an arrow (indicating the direction of information flow), which is annotated to describe the characteristics of the data or information. Examples of characteristics include its substantive content, media (voice, imagery, text and message format, etc.); volume requirements; security or classification level; timeliness; and requirements for information system interoperability. Information-exchange characteristics are shown selectively, or in summarized form, on this diagram, and more comprehensively in the Information Exchange Matrix work product (see Section A.4.3.8). It is important to note that the arrows on the diagram represent needlines only. Each arrow indicates that there is a need for some kind of information transfer between the two connected nodes. There is a one-to-many relationship between needlines and information exchanges; that is, a single needline arrow on the Node Connectivity Description is a rollup of multiple individual information exchanges. The individual information exchanges are shown in the Information Exchange Matrix. The diagram should illustrate connectivity with external nodes, i.e., nodes that are not strictly within the scope of the architecture but that act as important sources of information required by nodes within the architecture or important destinations for information produced by nodes within the architecture. These external needlines should be labeled to show the external source or destination, as well as the information exchanged. The information illustrated in the Node Connectivity Description can be used to make decisions about which systems are needed to satisfy the business needs of an organization or functional area. However, it is the conduct of business operations that is illustrated, not supporting systems. Functional views are not required to name real physical facilities as nodes. Functional views can instead focus on virtual nodes, which could be based on business roles. These virtual nodes will not always be directly integratable with real (physical) nodes from other architectures, but they could provide insight concerning which physical nodes might be able to assume the roles portrayed.
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A node can represent a role (e.g., a bureau Chief Information Officer); an organization (e.g., U.S. Secret Service); a business facility (e.g., a specific IRS Service Center); and so on. The notion of node will also vary depending on the level of detail addressed by the architecture effort. Organizations may choose to represent some nodes in physical (and locational) terms if these nodes are intended to remain constant in the architecture analysis, e.g., an effort to determine the most cost-effective communications options between two facilities. On the other hand, organizations may choose to represent nodes much more generically, or notionally, if the entire business practice is being analyzed without constraints imposed by the existing architecture. To emphasize the focus of the analysis and to ensure comparability and integratability across efforts, it is important that each organization carefully document its use of the node" concept. The activities associated with a given information exchange should be noted in some way to provide linkages between each node and the activities performed, and to link the Node Connectivity Description with the Activity Model. (A Node Connectivity Description, in effect, turns the activity model inside out, focusing first-order on the nodes and second-order on the activities. In contrast, an Activity Model places first-order attention on activities and secondorder attention on nodes.) When more than one Node Connectivity Description is included in an EA description, the relationships of the conceptual and logical and/or logical and physical levels should be documented, as appropriate. Figure 21 provides a generic example of the Node Connectivity Description and Table 16 provides a listing of the types of information captured in a Node Connectivity Description.
To External Destination High-Level Description of Needline
Collective summary of information exchanged, including: Needline identifier/name Critical attributes such as timeliness, bandwidth, media, etc. Statement of Minimum, Mean, and Maximum requirements for critical attributes
Node B
Performs: Activity 2 Activity 3
From External Source
Node A
Performs: Activity 1 Activity 2
Node C
Performs: Activity 3
Figure 21: Node Connectivity DescriptionGeneric Example
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Table 16: Node Connectivity DescriptionInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Note: Two-way arrows are allowed, if the source and destination are clearly indicated. Req. Entities, Attributes, & Relationships Graphical Box Types Y Y Y Node Name Description Location Graphical Arrow Types Y Y Y Y Y Y Y Y Y Y Needline Name Identifier Description From Node To Node External Needline Name Identifier Description From Node To Node Implied Entities and Attributes Y Y Y Y Information Exchange Summary Name Description List of Critical Attributes Name/identifier of information exchange summary Text describing high-level summary of information exchanged to satisfy the needline List of information exchange attributes that are critical for the purposes of the architecture and the individual needline (e.g., throughput, timeliness) See attribute table for Activity Model Name/identifier of the external needline Text description of the external needline Name of node box or the external node label Name of the node box or the external node label Name/identifier of the needline Text description of needline Name of source node box Name of the destination node box Name or label of node box on diagram Text description of mission or role being performed by the node Street address or other location identifier as needed Example Values/Explanation
Activity
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Entities, Attributes, & Relationships Implied Relationships
Y Y Y Y Y Y Y
Needline Is Associated With Information Exchange Summary Needline Name Information Exchange Summary Name Information Exchange Has Attribute Value Ranges Information Exchange Summary Name Attribute Name Minimum Value Name/identifier of information exchange summary Name of a critical attribute for the needline or external needline The minimum value of the named critical information exchange attribute for the named needline or external needline The average value of the named critical information exchange attribute for the named needline or external needline The maximum value of the named critical information exchange attribute for the named needline or external needline Name/identifier of needline or external needline Name/identifier of information exchange summary
Mean Value
Maximum Value
Y Y Y
Node Has Associated Activity Node Name Activity Name Name/identifier of the node where that activity is performed Name/identifier of an activity
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A.4.3.10 Information Assurance Risk Assessment (Essential) A risk assessment is the process of identifying threats and vulnerabilities of information systems or applications and evaluating alternatives for mitigating or accepting the resulting appropriate judgments about system controls and risks. The results of the risk assessment process should be documented and updated on a periodic basis. Many people think of security or information assurance as a way to avoid the occurrence of undesired events, or risk avoidance. In practice, complete risk avoidance is an unobtainable goal. More effective solutions are achieved by focusing on risk management. Risk management balances the cost of protection against the likelihood of undesired events and the seriousness of the damage if the undesired event were to occur. The focus is not on protections that can be put in place, but on the threat environment, the occurrences one wants to avoid, and what it is one is trying to protect. The risk analysis includes attributes closely related both to policy and a proposed architecture. On the policy side, it describes, for each enterprise asset, the possible types of compromise of the asset, the negative effects of each type of compromise, and the degree of seriousness of the compromise. On the architecture side, as the architecture evolves, the assets may be expanded to include components of the system and additional attributes. Possible threats to the asset and cost of prevention are added. When all attributes have been determined, decision-makers have the information needed to decide which mechanisms provide benefits commensurate with their costs. Table 17 provides a listing of the types of information captured.
Table 17: IA Risk AssessmentInformation Attributes
Required items are presented in bold type and are marked with a Y in the first column. Req. Y Y Entities, Attributes, & Relationships Entities & Attributes Information Assurance Asset Designator Name/identifier, for purposes of information assurance, of a data entity, system component, system node, or other entity of interest as an Information Assurance asset Type of the asset (e.g., security subject or security object) Name/identifier of potential type of risk Text description of the type of compromise. For example, for a data element asset, one type of compromise is disclosure to an unauthorized person. For a web page system software component, one type of compromise is unauthorized modification. Name/identifier of a possible negative result due to a compromise Text description of the type of negative result. For example, for unauthorized disclosure of a particular data element, a possible negative result might be Example Values/Explanation
Y Y Y Y
Asset Type Type of Compromise Name Description
Y Y Y
Type of Negative Result Name Description
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Entities, Attributes, & Relationships
Example Values/Explanation legal liability. For unauthorized modification of a web page, a possible negative result might be incurring negative public perception.
Y Y Y Y
Seriousness Threat Name Description
Text description of the cost to the enterprise of the negative result. This is a policy decision. Name/identifier of a threat type Text description of the threat. For example, threats to the integrity of transactions across an Internet connection could include man-in-the-middle attacks or an unauthorized user obtaining a users authentication secret. Name/identifier of a threat protection mechanism Text description of the threat protection mechanism. Should include the degree of assurance that the threat will be prevented from occurring. Text description of the cost of the prevention mechanism See information attribute table for Logical Data Model See information attribute table for Node Connectivity Description See information attribute table for System Interface Description See information attribute table for System Interface Description See information attribute table for System Interface Description See information attribute table for System Interface Description
Y Y Y
Protection Mechanism Name Description
Y Y
Cost Data Entity Node
System Component System Node
Link Communications Node Relationships
Y Y Y
Data Entity Is Information Assurance Asset Data Entity Name Asset Designator Name/identifier of the data entity Designator of the data entity as an IA asset (i.e., the data entity may be considered a type of object from the Information Assurance point of view, where the policy deals with subjects and objectsnot to be confused with object-oriented methodology objects) Name/identifier of the node Designator of the node as an IA asset
Node Is Information Assurance Asset Node Name Asset Designator Y Y Y System Component Is Information Assurance Asset System Component Name Asset Designator Name/identifier of system component Designator of the system component as an IA asset
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Entities, Attributes, & Relationships System Node Is Information Assurance Asset System Node Name Asset Designator
Example Values/Explanation Name/identifier of the system node Designator of the system node as an IA asset Name/identifier of the link Designator of the link as an IA asset
Y Y Y
Link Is Information Assurance Asset Link Name Asset Designator Communications Node Is Information Assurance Asset Communications Node Name Asset Designator Name/identifier of the communications node Designator of the communications node as an IA asset IA asset designator Name/identifier of type of risk Name/identifier of type of risk Name/identifier of negative result type Name/identifier of type of risk Name/identifier of threat Name/identifier of threat Name/identifier of protection mechanism relevant to the type of threat
Y Y Y Y Y Y Y Y Y Y Y Y
Asset May Be Compromised Asset Designator Type of Compromise Name Type of Compromise Has Negative Result Type of Compromise Name Type of Negative Result Name Compromise May Be Caused By Threat Type of Compromise Name Threat Name Threat Prevention Has Cost Threat Name Protection Mechanism Name
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A.4.3.11 System Interface Description, Level 1 (Essential) The System Interface Description (SID) links together the Organizational and Infrastructure Views by depicting the assignments of systems and their interfaces to the nodes and needlines described in the Node Connectivity Description (Section A.4.3.9). The Node Connectivity Description for a given architecture shows nodes (not always defined in physical terms), while the System Interface Description depicts the systems corresponding to the system nodes. The System Interface Description can be produced at four levels, as described below. Level 1 is an essential work product, while Levels 2, 3, and 4 are supporting work products. The System Interface Description identifies the interfaces between nodes, between systems, and between the components of a system, depending on the needs of a particular architecture. A system interface is a simplified or generalized representation of a communications pathway or network, usually depicted graphically as a straight line, with a descriptive label. Often, pairs of connected systems or system components have multiple interfaces between them. The System Interface Description depicts all interfaces between systems and/or system components that are of interest to the architect. The graphic descriptions and/or supporting text for the System Interface Description should provide details concerning the capabilities of each system. For example, descriptions of information systems should include details concerning the applications present within the system, the infrastructure services that support the applications, and the means by which the system processes, manipulates, stores, and exchanges data. The System Interface Description can be shown in three perspectives: internodal, intranodal, and intrasystem (system component). The following paragraphs describe these perspectives. The internodal perspective (Levels 1 and 2) of the System Interface Description identifies the system interfaces between the system nodes and the systems at the nodes. The interfaces can be shown simply from node edge to node edge (Level 1), or extended to show the interfaces between specific systems at each node and specific systems at other nodes (Level 2). When specific systems are identified, the graphical description and/or supporting text should explicitly relate each system to the activities and the information-exchange needlines shown in the Node Connectivity Description that the system supports. Level 1 of the System Interface Description is an essential work product, while Level 2 is a supporting work product. The intranodal perspective (Level 3) of the System Interface Description identifies the systemto-system interfaces within a node. Examples of system interface components include servers, security guards, local area network (LAN) and associated communications mechanisms (e.g., routers, gateways) that might provide a connectivity bus within the node, and communications mechanisms that provide node-external interfaces to or from each system. (In addition to identifying system-to-system interfaces, architecture developers are encouraged to associate the systems within a node to the activities identified in the Node Connectivity Description for that node.) Level 3 of the System Interface Description is a supporting work product. The intrasystem (or system component) perspective (Level 4) of the System Interface Description decomposes each represented system to identify its internal components, component configurations, and component-to-component interfaces. Typically, for each component-level description, the functions of each system component, as well as the component-to-component inputs and outputs, are clearly defined. Note that the intrasystem perspective may not be needed
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in all cases, depending on the purpose of the architecture and the need to dwell on a specific systems configuration. Level 4 of the System Interface Description is a supporting work product. Figure 22 provides a generic example of the System Interface Description for each of its four levels of detail. Table 18provides a listing of the types of information to be captured in the System Interface Description. Another option for describing the System Interface Description is a UML Deployment Diagram.
Internodal Perspective Node Edge-to-Node Edge (Level 1)
NODE A
SYSTEM 1 SYSTEM 2
CO t S In MM ce erfa
SYSTEM 1
SYSTEM 2
Internodal Perspective System-to-System (Level 2)

NODE A
SYSTEM 1 SYSTEM 2
ace terf S In e MM ac CO erf Int S MM CO
SYSTEM 1
SYSTEM 2
CO
S MM
erf Int
e ac
SYSTEM 3
NODE B
SYSTEM 3
NODE B
EXTERNAL CONNECTION
On Comm Interface e- w Int ay C erf ac omm e SYSTEM 1
NODE C
SYSTEM 4
EXTERNAL CONNECTION
On Comm Interface e-w I nt ay C er f ac omm e SYSTEM 1
NODE C
SYSTEM 4
Intranodal Perspective (Level 3)

FROM OTHER NODES
Intrasystem Perspective (Level 4)

Interface CS1/PS2
eP S1 / 2 PS
COMMUNICATIONS SYSTEM 1
f ac te r
PROCESSING SYSTEM 2
rf rfac I Inte eP
FROM OTHER SYSTEM
SYSTEM 1 Component 1 Component 2
NODE A
Component 4 Component 3
COMMUNICATIONS NETWORK
In
TO OTHER SYSTEM
2 S2 2/C S2
PROCESSING SYSTEM 1
COMMUNICATIONS SYSTEM 2
TO OTHER NODES
Component 5
COMMUNICATIONS NETWORK
Figure 22: System Interface Description, Levels 1, 2, 3, 4Generic Examples
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Table 18: System Interface DescriptionInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Entities, Attributes, & Relationships Graphical Box Types Y Y Y Systems Node Name Description Name or label of systems node box on diagram Text summary description of systems node role or mission and associated resources (e.g., people, platforms, facilities, systems) that perform these roles or missions Example Values/Explanation
Y Y Y
System Name Description Communications Node Name Name/identifier of systems node whose primary function is to control the transfer and movement of data or information. Examples include network switches and routers and communications satellites. Text summary description of communications functions of the communications node [Applies to Intrasystem Perspective (Level 4)] Name/identifier of system component, including model/version number For example: hardware component; platform component (i.e., combined hardware and system software); system software; or application (i.e., mission unique) software Text description of function(s) or service(s) supported by system component Cost of the system component Source of system component Name/identifier of system Text summary of function or set of functions performed and components contained
Description System Component Name Type
Description Cost Vendor/Source Graphical Arrow Types Y Y Y Link Name Description
Name/identifier of communications link Text description of link; includes communications nodes or communications systems elements involved as well as indications as to whether link is two-way or one-way only For example, TCP/IP Throughput; channel capacity, bandwidth
Y Y
Protocols Supported Capacity
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Req. Y Y
Entities, Attributes, & Relationships Infrastructure Technology Endpoint 1 Systems Node/System Element/System Component Name
Example Values/Explanation Infrastructure technology supporting this link [e.g., radio plus frequency, encryption (if any)] Name of graphic box that is at one end of the link on the diagram; in case of one-way connections, this endpoint is the source endpoint. The endpoint of a link may also be listed as External if the endpoint is outside the scope of the architecture or diagram. (In other diagrams, links may be able to connect combinations including systems and communications nodes, as well as systems nodes, and system components.) Name of the graphic box that is at the other end of the link on the diagram; in case of one-way connections, this endpoint is the target endpoint. The endpoint of a link may also be listed as External if the endpoint is outside the scope of the architecture or diagram. (In other diagrams, links may be able to connect combinations including systems and communications nodes, as well as systems nodes, and system components.) [Required for Intrasystem Perspective (Level 4)] Name/identifier of component interface (these are interfaces that do not involve communications systems; they may be application programming interfaces (APIs) internal to a system, such as an interface between a system platform component and an application software component Text description of interface, including any API or other interface standards supported Name of system component graphic box that is at one end of the component interface Name of the system component graphic box that is at the other end of the component interface
Endpoint 2 Systems Node/System Element/System Component Name
Component Interface Name
Description Endpoint 1 System Component Name Endpoint 2 System Component Name Implied Entities & Attributes Y Y Y Y System Function Name Description Needline Implied Relationships Systems Node Contains System Systems Node Name System Name System Performs System Function System Name
Name/identifier of system function Text summary description of system function See attribute table for Node Connectivity Description
Name/identifier of systems node Name/identifier of contained system
Name/identifier of system
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Entities, Attributes, & Relationships System Function Name System Component Performs System Function System Component Name System Function Name Node Maps to Systems Node Node Name Systems Node Name Link Implements Needline Link Name Needline Name
Example Values/Explanation Name/identifier of system function performed by system
Name/identifier of system component Name/identifier of system function performed by system component
Name/identifier of node Name/identifier of systems node that supports the role or mission of the node
Name/identifier of link Name/identifier of needline
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A.4.4 EA DescriptionSupporting Work Products

This section provides generic examples of a representative set of optional work products that may be necessary for certain architecture development efforts. The description of each supporting work product consists of three parts as follows: A text description of the work product A generic example of the typical graphical format for the work product A table showing the information attributes that should be captured in the work product. When a supporting work product is used, a number of the attributed are required. Required attributes are indicated by a Y in the first column and are shown in bold type within the table. Optional attributes are shown in unbolded type within the table. Optional attributes may not be applicable to all architectures; but should be supplied when deemed relevant for an enterprises needs. Items listed under Implied Relationships represent information that is typically captured by an automated tool that has semantic understanding of the associated graphic; if no such tool is used, this information must be captured manually
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A.4.4.1 Business Process/System Function Matrices (Supporting) The Business Process/System Function Matrix depicts the mapping of business activities to system functions. Depending on the purpose of the architecture, this work product can identify automated and/or manual system functions and map them to business activities. The system functions associated with hardware, software, or data processing identify automated activities. Activities mapped to systems functions associated with the human component of the system(s) constitute manually performed activities. The relationship between business activities and systems functions can be expected to be manyto-many: one activity may be supported by multiple system functions, and one system function normally supports multiple activities. Table 19 illustrates a generic example of a matrix that maps the business processes or activities to the supporting system functions and Table 20 provides a listing of the types of information to be captured.
Table 19: Business Process/System Function MatrixGeneric Example
Business Processes/Activities
3.11.3 3.12.1 3.12.2 3.12.3 3.14.1 3.14.2 3.14.3 3.14.4
System Functions
1 1.1 1.1.1 1.1.1.1 1.1.1.2 1.1.2
Table 20: Business Process/System Function MatrixInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Implied Entities & Attributes Implied Entities & Attributes Y Y System Function Business Process (also known as Activity) Relationships Business Process Is Supported By System Function Activity Name System Function Name System Function Implements Activity System Function Name Activity Name Name/identifier of system function Name/identifier of activity (at least partially) implemented by the system function Name/identifier of activity Name/identifier of system function that supports the activity See System Interface Description attribute table See Activity Model attribute table Example Values/Explanation
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3.12
3.13
3.14
3.15
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A.4.4.2 Event Trace Diagrams (Supporting) Event Trace Diagrams, sometimes called sequence diagrams, event scenarios, and timing diagrams, allow the tracing of actions in a scenario or critical sequence of events. The Event Trace Diagram can be used by itself or in conjunction with a State Chart (see section A.4.4.3) to describe dynamic behavior of processes. Figure 23 provides a generic example of an Event Trace Diagram and Table 21 lists the types of information to be captured.
Network Manager Business Node Configuration Manager Security and Traffic Managers Status Monitor Communications / Network Assets Comm Node Manager Comm Node Assets
System Direction Configuration Parameters Configuration Parameters Comm Directive(s) Comm Directive(s) Execution Instructions Status Information Response Message(s) Exception Report Exception Report Configuration Confirmation (If necessary, reiterate configuration process)
Figure 23: Event Trace DiagramGeneric Example
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Table 21: Event Trace DiagramInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Entities, Attributes & Relationships Graphical Box Types Y Y Y Node Event Timeline Node Name Description Graphical Arrow Types Y Y Y Y Y Event Timeline Cross Link Name Description Originating Node Event Timeline Name Terminating Node Event Timeline Name Implied Entities & Relationships Y Node or Systems Node See Node Connectivity Description attribute table or System Interface Description attribute table, as appropriate Identifier for time event stops or starts Relative position of event on timeline Algebraic formula for calculating time of event occurrence (i.e., starting or stopping of event) relative to beginning of node event timeline Cross link label or name of event Textual description of event Name of node event timeline where cross link begins Name of node event timeline where cross link ends Name of the node or systems node for which this represents a timeline Text description of any assumptions or scope constraints on the timeline Example Values/Explanation
Event Time Identifier Timeline Position Formula
Implied Relationships Event Starts At Time Event Timeline Cross Link Name Starting Event Time Identifier Name of the event that the cross link represents or label of the cross link Identifier of the time at which the event occurs or starts, giving the relative position of the cross link on its starting timeline, which may be identical to the ending time Name of the event that the cross link represents or label of the cross link Identifier of the time at which the event ends, giving the relative position of the cross-link on its ending timeline. Value of end time should be greater than or equal to the value of the starting time, in terms of timeline position.
Event Ends At Time Event Timeline Cross Link Name Ending Event Time Identifier
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A.4.4.3 State Charts (Supporting) A state specifies the response of a system or business process to events. The response may vary depending on the current state and the rule set or conditions. State transition diagrams relate events and states. When an event occurs, the next state depends on the current state as well as the event. A change of state is called a transition. Actions may be associated with a given state or with the transition between states. For example, state transition diagrams can be used to describe the detailed sequencing of activities or work flow in the business process. This explicit time sequencing of activities in response to external and internal events is not fully expressed in the Activity Model. The state transition diagram captures this information at the business process level. Figure 24 illustrates a simple state transition diagram. Initial states (usually one per diagram) are identified by a black dot and incoming arrow while terminal states are identified by an outgoing arrow pointing to a black dot with a circle around it. States are indicated by rounded corner box icons and labeled by name or number and, optionally, any actions associated with that state. Transitions between states are indicated by directed lines (i.e., one-way arrows) labeled with the event that causes the transition and the action associated with the transition.
EVENT/ACTION STATE 1 STATE 2 RESULT
Figure 24: Template for a Simple State Transition Diagram
Figure 25, Figure 26, and Figure 27 provide templates for layered structures that can be used to build a more complex type of state transition diagram known as a State Chart. There are logically equivalent forms of the state transition diagram. The State Chart is the easiest to use for describing potentially complex situations, since it allows the diagram to be decomposed in layers showing increasing amounts of detail. Figure 25 and Figure 26 provide templates for layered states. Figure 27 provides a template for a complex transition involving synchronized activities.
SUPERSTATE (NESTING)
EVENT1
SUBSTATE 1
SUBSTATE 2
EVENT3
EVENT2
Figure 25: State ChartNested State Structure Template
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SUPERSTATE (CONCURRENT)
SUBSTATE 1 EVENT1
SUBSTATE 2 EVENT2
SUBSTATE 3
SUBSTATE 4
Figure 26: State ChartConcurrent Activity State Structure Template
EVENT 1
SUBSTATE 1
SUBSTATE 2
EVENT 3
EVENT 2
SUBSTATE 3
SUBSTATE 4
EVENT 4
Figure 27: State ChartComplex Transition Template Table 22: State ChartInformation Attributes
Required items are presented in bold type and are marked with a Y in the first column. Req. Entities, Attributes & Relationships Graphical Box Types Y Y Y Y State Name Description Type For Concurrent Superstates Number of Partitions Number of contained state charts State name Textual description as necessary Simple, Nesting, or Concurrent Superstate Example Values/Explanation
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Entities, Attributes & Relationships Graphical Arrow Types
Y Y Y Y Y Y Y
Transition Label Description Type For Simple Transitions Source State Name Target State Name For Splitting Transitions Source State Name Number of Target States For Synchronizing Transitions Number of Source States Target State Name Implied Entities & Relationships Number of state where transition begins Name of state where transition ends Name of state where transition begins Number of states where transition ends Name of state where transition begins Name of state where transition ends Identifier or event that triggers the transition Textual description of transition Simple, Splitting, or Synchronizing
Y Y Y Y Y Y Y
State Chart Name Description Start State Name State Activity Name Description Event Name Description Event Qualifier Attribute Name Definition Name of attribute associated with an event or transition Textual definition of attribute Name/identifier of action associated with an event or transition Pseudo-English or code for action function Name/identifier for a Boolean expression that must be true for the associated transition to trigger Expression that defines the guard Name of event Textual description of the event Name/identifier of an activity that takes place while the system is in a given state Pseudo-English or code for activity function Name/identifier of state chart Textual description of what the state chart represents Name of start state for state chart
Y Y Y
Event Qualifier Action Name Description Event Qualifier Guard Name Definition Event Qualifier Export Event
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Entities, Attributes & Relationships Name Description Implied Relationships Event Triggers Transition Transition Name Event Name Transition Has Event Qualifier Attribute Transition Name Event Qualifier Attribute Name Transition Has Event Qualifier Action Transition Name Event Qualifier Action Name Transition Has Event Qualifier Guard Transition Name Event Qualifier Guard Name Transition Has Event Qualifier Export Event Transition Name Event Qualifier Export Event Name
Example Values/Explanation Name of an event that will be exported beyond the scope of the generating state chart Textual description of the event represented
Name/identifier of a transition Name of the event that triggers the transition Name/identifier for a transition Name of attribute that characterizes the transition Name/identifier for a transition Name of action performed as a result of triggering the transition Name/identifier for a transition Name of associated expression that must be true before transition can be triggered Name/identifier for a transition Name of event that will be exported beyond the scope of the containing state chart as a result of triggering the transition Name of a state Name of the activity performed while the system is in the given state Name/identifier of a splitting transition Name of one of the target states of the splitting transition Name/identifier of a synchronizing transition Name of one of the source states for the synchronizing transition Name of nesting state Name of the state chart that decomposes the nesting state Name of concurrent super state Name of the state chart in one of the partitions
State Has Associated Activity State Name State Activity Name Splitting Transition Has Ending State Transition Name State Name Synchronizing Transition Has Starting State Transition Name State Name Nesting State Has Contained State Chart State Name State Chart Name Concurrent Superstate Has Partition State Chart State Name State Chart Name
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Entities, Attributes & Relationships State Chart Has Terminal State State Chart Name State Name Splitting Transition Has Matching Synchronizing Transition Splitting Start State Name Synchronizing End State Name
Example Values/Explanation Name/identifier of a state chart Name of a terminal state for that state chart
Name of a state that is the source for a splitting transition Name of the target state where a synchronizing transition brings together the separate threads of control started by the corresponding splitting transition. Splitting and synchronizing transitions must come in corresponding pairs; each pair makes up a complex transition.
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A.4.4.4 Data/Function and/or Data/System CRUD Matrices (Supporting) Create, Read, Update, Delete (CRUD) Matrices relate system functions or systems to the data entity types they create, read, update, or delete. The CRUD Matrix can be used to check for completeness and consistency in the relationships between systems and the data they manipulate. The completeness check consists of the following: All elementary system functions must refer to at least one data entity type All data entity types must have be used by at least one system function Each entity type must have a create, read, update, and delete usage
Similarly, the matrix can be used to check for completeness between systems and data. Figure 28 illustrates the format for a CRUD matrix that relates system functions to data entity types and Table 23 lists the information to be captured.
Data Entity Data Entity A
Data Entity B
Data Entity C R R
System Functions
Function 1 Function 2 Function n
C R R
R C R
Figure 28: CRUD MatrixGeneric Example
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Table 23: Data/Function CRUD MatrixInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Implied Entities & Attributes Implied Entities & Attributes Y Y Y System Function Data Entity (Entity Type) Action Type Implied Relationships System Function Acts On Entity Type System Function Name Entity Type Name Action Type Entity Type Is Acted On By System Function Entity Type Name System Function Name Action Type Action Description Name/identifier of entity type Name/identifier of system function Create, Read, Update, Delete (one relationship entry per type of action) Description of the conditions under which and the purposes for which the action is taken Name/identifier of system function Name/identifier of entity type Create, Read, Update, Delete (one relationship entry per type of action) See information attribute table for System Interface Description See information attribute table for Logical Data Model Create, Read, Update, Delete Example Values/Explanation
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A.4.4.5 Logical Data Model (Supporting) The Logical Data Model (LDM) documents the data requirements in an architectures information view. It describes the data and information that is associated with the information exchanges of the architecture, within the scope and to the level of detail required for the purposes of the architecture. It includes information items and/or data elements, their attributes or characteristics, and their interrelationships. The purpose of a given architecture helps to determine the level of detail needed in this product. A formal data model (e.g., IDEF1X) that is detailed down to the level of data, their attributes, and their relationships, is required for some purposes, such as when validation of completeness and consistency is required. However, for other purposes, a higher-level, information-focused data model of the domain of interest will suffice, such as an entity-relation model without entity attributes. The term data model is used regardless of the level of detail the model exhibits. There is considerable mutual influence between the Logical Data Model and the Activity Model. Both should be developed together. Figure 29 shows a Logical Data Model expressed as an Entity-Relationship Diagram (ERD) and Table 24 provides a listing of the types of information to be captured.
Relationship
Entity Name
Attributes
..... ..... .....
Figure 29: Logical Data ModelGeneric Example
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Table 24: Logical Data ModelInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Entities, Attributes, & Relationships Graphical Box Types Y Y Y Entity Type Name Description Graphical Arrow Types Y Y Y Y Y Y Relationship Type Name Description Source Entity Type Name Target Entity Type Name Cardinality Designation Category Relationship Type Name Description Source Discriminated Entity Type Name Discriminant Attribute Type Name Name of the subtyping relationship Textual description of the subtype relationship represented Name of the supertype that is the source of the relationship Name of the attribute type that provides the discriminant for the entity type (must be an attribute associated with the entity) Number of different subtypes (if known) Name/identifier of the relationship type Textual description of the relationship represented Name of the entity type at the source of the relationship Name of the entity type at the target of the relationship Examples: one to one, one to many, etc. Name of the type of person, place, thing, or event of interest Textual description of the entity type Example Values/Explanation
Number of Discriminant Values Implied Entities & Attributes Y Y Y Attribute Type Name Definition Rule Name Type Text Y Y Y Y Y Data Domain Name Description Range Constraint Size Constraint
Name of attribute type Definition of attribute Name/identifier of rule Examples: null rule; child delete rule, child update rule Text of rule Name of data domain Textual description of data domain Value range allowable for attributes in data domain Maximum number of characters in display representation
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Entities, Attributes, & Relationships Implied Relationships Entity Type Is Described By Attribute Type Entity Type Name Attribute Type Name Role of attribute Data Domain Constrains Values of Attribute Type Data Domain Name Attribute Type Name Relationship Type Has Rule Relationship Type Name Rule Type Name Category Relationship Type Has Destination Entity Type Category Relationship Type Name Destination Entity Type Name Discriminant Value
Name of entity type Name of associated attribute type For example: Key, Foreign Key, Non-Key Name of data domain Name of attribute type whose values are selected from the data domain Name of a relationship type Name/identifier of a rule associated with that relationship type
Name of subtyping relationship Name of entity type that is a subtype of a discriminated entity type Value of the discriminant attribute that is associated with the entity subtype
A.4.4.6 Node Connectivity Description, Logical (Supporting) The Logical Node Connectivity Description is an extension of the Conceptual Node Connectivity Description described in Section A.4.3.9. Whereas the Conceptual level contains only the prominent, high-level nodes, the Logical level contains the design for detailed categories and classes of nodes. The Logical level does not refer to specific implementations and physical locations of nodes; these would be described in the Physical Node Connectivity Description. There should be a mapping from a given Logical Node Connectivity Description to the Conceptual Node Connectivity Description if both models are used. The detailed description of the Node Connectivity Description work products is given in Section A.4.3.9. A.4.4.7 System Interface Description, Levels 2 and 3 (Supporting) The descriptions of the Level 2 and 3 versions of the System Interface Description work product are given in Section A.4.3.11.
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A.4.4.8 System Functionality Description (Supporting) The Systems Functionality Description (SFD) is based on the notion of data-flow diagrams. The product focuses on describing data flow among system functions, and the relationships between systems or system functions and activities at nodes. Some analysts may use this product to depict the allocation of system functions to specific nodes using overlays and/or annotations, although this level of description will not always be needed for the purposes of the architecture effort. The System Functionality Description may also include intranode and internode data flow (i.e., within and across nodes), as well as data flow without node considerations. Figure 30 shows a generic example of a Systems Functionality Description expressed as a Data Flow Diagram and Table 25 lists the types of information to be captured.
External Source 1
Data Flow 1
Process 1 Data Flow 2 External Source 2 Data Flow 4
External Sink 1 Data Flow 3 Data Flow 5
Process 2
Data Flow 7 Process 4 Data Flow 10
Data Flow 6
Process 3
Data Repository
Data Flow 8
Data Flow 9
External Sink 2
Figure 30: System Functionality DescriptionGeneric Example
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Table 25: System Functionality DescriptionInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Y Y Y Y Entities, Attributes, & Relationships Graphical Box Types System Function Systems Node External Data Source/Sink Name Name/identifier for a data source or sink (e.g., system, node, or user) outside the scope of current diagram product Textual description of the external data source or sink Name/identifier of data store Textual summary description of data store See System Interface Description attribute table See System Interface Description attribute table Example Values/Explanation
Y Y Y Y Y Y Y Y Y Y Y Y Y
Description Data Repository Name Description Graphical Arrow Types Data Flow Name Description Data Content Name From System Function/External Data Source/Data Repository To System Function/External Data Sink/ Data Repository Function Decomposition Connector Super Function Sub-Function Implied Entities
Name/identifier of data flow (may be the same as the system information element name) Textual description of the data flow Name of the data associated with the data flow Name of box entity from which the arrow originates Name of box entity at which the arrow terminates
Name/Identifier of function that is being decomposed Name/Identifier of system sub-function into which the super-function decomposes
Y Y Y
Data Content Name Description Implied Relationships Data Repository Is Sink For Data Content Data Repository Name Data Content Name Data Repository Is Source For Data Content Data Repository Name Data Content Name Name/identifier of a data store Name/identifier of data content that is output from the data store Name/identifier of a data store Name/identifier of data content that is input to the data store Name for the data that is associated with a data flow Textual description of the data in the data flow
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Req.
Entities, Attributes, & Relationships System Function Produces Data Content System Function Name Data Content Name System Function Processes Data Content System Function Name Data Content Name System Function Is Allocated To Systems Node System Function Name Systems Node Name
Example Values/Explanation Name/identifier of system function Name/identifier of data content that is output from the system function Name/identifier of system function Name/identifier of data content that is input to the system function Name/identifier of system function Name/identifier of systems node to which the function has been allocated
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A.4.4.9 Physical Data Model (Supporting) The Physical Data Model (PDM) describes how the information represented in the Logical Data Model is actually implemented, how the information-exchange requirements are implemented, and how the data entities and their relationships are maintained. There should be a mapping from a given Logical Data Model to the Physical Data Model if both models are used. The form of the Physical Data Model can vary greatly, as shown in Figure 31. For some purposes, an additional entity-relationship style diagram will suffice. The Data Definition Language (DDL) may also be used. References to message format standards (which identify message types and options to be used) may suffice for message-oriented implementations. Descriptions of file formats may be used when file passing is the mode used to exchange information. Interoperating systems may use a variety of techniques to exchange data, and thus have several distinct partitions in their Physical Data Model with each partition using a different form. Figure 31 illustrates some options for expressing the Physical Data Model and Table 26 provides a listing of the types of information to be captured.
Message Format

Standards Reference Message Type(s) Message Fields with Representations Map from LDM to Message Fields
File Structure Physical Data Model Options
And/Or
Standards Reference Record and File Descriptions Map from LDM to Record Fields
Physical Schema
DDL or ERD Notation (with sufficient detail to generate the schema) Map from LDM to PDM with Rationale
Other Options
. . .
Figure 31: Physical Data ModelOptions
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Table 26: Physical Data ModelInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Implied Entities, Relationships, & Attributes Entities & Attributes Y Y Y Physical Data Model Name Description Name/identifier of physical data model Textual summary description of the mechanisms used to implement the logical data model; may include several different types of mechanisms and their associated models. For example, both messages and flat files may be used. Number of other types of models that make up the physical data model Name/identifier of messaging standard to be used Name/identifier of message format used within the message standard Parameter and option values necessary to completely identify message format to be used Name/identifier of file used to hold data/information Type of file structure used; this will vary by platform type (e.g., UNIX file; VSAM or FTAM for IBM/MVS platforms) Textual or code description of record structure(s) within the file Name/identifier of specific entity-relationship model Name of specific form of notation used; may be tool dependent (e.g., IDEF1X; System Architect) Location and file format for softcopy of the specific model Example Values/Explanation
Number of Component Models Message Model Message Standard Name Message Format Name Message Type Parameters/Options File Structure Model File Name File Structure Type
Description Entity Relationship Diagram (ERD) Model ERD Name ERD Type Softcopy Reference Data Definition Language (DDL) Model DDL Name DDL Language Type Softcopy Reference Relationships Y Y Y Y Y Physical Data Model Contains Model Physical Data Model Name Message Model/File Structure Model/ ERD Model/DDL Model Name Logical Model Maps to Physical Model Logical Model Name
Name/identifier of DDL schema or file Name of language in which the DDL is written (e.g., SQL) Location and file format for the softcopy of the DDL
Name/identifier of physical data model Name/identifier of one of the types of models that makes up the physical data model Name/Identifier of logical data model
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Req. Y
Implied Entities, Relationships, & Attributes Physical Data Model Name Reference to Mapping Document
Example Values/Explanation Name/Identifier of corresponding physical data model Location of hardcopy or softcopy of document containing the detailed mapping between the logical and physical data models; there is no generic form for this mappingit can be complex and varies based on the types of physical models used
A.4.4.10 Node Connectivity Description, Physical (Supporting) The Physical Node Connectivity Description is an extension of the Logical Node Connectivity Description described in Section A.4.4.6. Whereas the Logical level describes nodes in general categories or classes of locations and systems, the Physical level identifies actual locations and system. There should be a mapping from a given Physical Node Connectivity Description to the Logical Node Connectivity Description if both models are used. The detailed description of the Node Connectivity Description work products is given in Section A.4.3.9. A.4.4.11 System Interface Description, Level 4 (Supporting) The description of the Level 4 version of the System Interface Description work product is given in Section A.4.3.11.
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A.4.4.12 System Performance Parameters Matrix (Supporting) The System Performance Parameters Matrix depicts the current performance characteristics of each system, and the expected or required performance characteristics at specified times in the future. Characteristics are listed separately for hardware elements and software elements. The future performance expectations are aligned with information in a Technology Forecast. Table 27 depicts a notional example of a System Performance Parameters Matrix, listing representative performance characteristics, and Table 28 provides a listing of the types of information captured.
Table 27: System Performance Parameters MatrixNotional Example
Performance Thresholds/Measures System Name Hardware Element 1 Maintainability Availability System Initialization Rate Data Transfer Rate Program Restart Rate Software Element 1/Hardware Element 1 Data Capacity (throughput or # of input types) Automatic Processing Responses (by input type, # processed/unit time) Operator Interaction Response Times (by type) Effectiveness Availability Mean time between software failures Software Element 2/Hardware Element 1 Hardware Element 2 Time0 (Baseline) Time1 Timen (Target)
Table 28: System Performance Parameters MatrixInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Y Y Y Y Y Implied Entities, Attributes, & Relationships Entities & Attributes System System Component Performance Parameter Set Name Number of parameters in set Name/identifier of parameter set Number of different performance characteristics for which measures will be taken See System Interface Description attribute table See System Interface Description attribute table Example Values/Explanation
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Req. Y Y
Implied Entities, Attributes, & Relationships Parameter Type Name
Example Values/Explanation Name/identifier of performance characteristic (e.g., mean time between failures, maintainability, availability, system initialization time, data transfer rate, program restart time for platforms, data throughput/capacity, response time, effectiveness, mean time between software failures for application software) Textual description of the performance characteristic and what measurements mean and how they will be used
Description
Relationships Y Y Y Y Y Y Y Y Y Y Parameter Set Includes Parameter Type Parameter Set Name Parameter Type Name System Component Has Parameter Set System Component Name Parameter Set Name Parameter Type Has Baseline Value Parameter Type Name Value Timestamp Parameter Type Has Intermediate Value Parameter Type Name Value Timestamp Y Y Y Y Parameter Type Has Objective Value Parameter Type Name Value Timestamp Name/identifier of performance characteristic (i.e., parameter) being measured Projected or goal value of performance characteristic at a selected time in the future Date and time for projected measurement Name/identifier of performance characteristic (i.e., parameter) being measured Value of performance characteristic at a selected point in time after the baseline time Date and time of measurement Name/identifier of performance characteristic (i.e., parameter) being measured Value of performance characteristic at baseline time Date and time of baseline Name/identifier for system component such as platform or application software Name/identifier for the matching parameter set indicating desired set of performance characteristics Name/identifier of parameter set Name/identifier of parameter to be included in parameter set
A.4.4.13 Other Supporting EA Work Products Other supporting work products may be devised as needed for specific EA description efforts, including additional perspectives of the essential work products.
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A.4.5 EA AccomplishmentWork Products

A.4.5.1 Enterprise Transition Strategy (Essential) The Enterprise Transition Strategy details the approaches for transitioning an enterprise from the current business processes (with its IT support) to the target business processes (with its IT support). The Enterprise Transition Strategy includes all applicable aspects of transition, such as organizational restructuring; transitioning of business locations or facilities; personnel training; acquisition, integration, deployment, and acceptance of required information technology; transition of data; and any piloting of new processes or parallel operations. It also describes cutover and dual operations approaches, configuration management, and recovery/fallback to stable configurations. The Enterprise Transition Strategy should be coordinated with the forecast documents to ensure that the introduction of new activities and processes is consistent with the requirements of legislation and regulations and that the use of new technologies is consistent with expected commercial availability. The Enterprise Transition Strategy should also address the continuity of operations, maintenance of information assurance and security during the transition process, and appropriate risk assessment and management activities. For organizations undergoing modernization, the Enterprise Transition Strategy will need to address how legacy or production systems and organizations will work with modernized systems, including any transitional states required to ensure continuity of operations. Figure 32 depicts the general concept of an architecture that evolves from an existing legacy or production state to a target architecture through intermediate transitional stages. An Enterprise Transition Strategy can be prepared for various timeframes, such as near-term, intermediate, and long-term, with decreasing detail in the later timeframes.
Legacy or Production
Modernized
Legacy + Transition + Modernized Target
Figure 32: Evolution of Architectures from Legacy/Production to Modernized
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An Enterprise Transition Strategy generally includes definition of key programs, projects, or systems; sequencing and coordination in phases over time; and release planning. Work products such as the Node Connectivity Description or System Interface Description can be produced to document a planned configuration for each phase of transition. The Evolution Timeline Chart is a principle component of the Enterprise Transition Strategy. It describes plans for modernizing an enterprise over time. Modernization efforts typically involve the characteristics of evolution (expanding in scope while increasing functionality and flexibility), or migration (incrementally creating a more streamlined, efficient, smaller, and less expensive suite), and will often combine the two thrusts. Various types of Evolution Time Charts can be produced as appropriate to the enterprise, each focusing on a particular view, such as organizational evolution, infrastructure evolution, and functional/business process evolution. Figure 33 illustrates a generic example of an Evolution Timeline Chart and Table 29 provides a listing of the types of information to be captured.
NEW FUNCTION 2 & UNIQUE DATA IMPLEMENTED ON CLIENT SERVER (& INTEGRATED WITH COMMON DATA ON MAINFRAME) NEW FUNCTION 1 & UNIQUE DATA IMPLEMENTED ON CLIENT SERVER (& INTEGRATED WITH COMMON DATA ON MAINFRAME)
LEGACY MAINFRAME SYSTEM
+6 MO.
+12 MO.
+18 MO. +24 MO.
+36 MO.
+48 MO.
+60 MO.
FEDERATED DISTRIBUTED SYSTEM
V 1.0
V 1.1
V 1.2
V 1.3
V 1.4
V 2.0
CLIENT/SERVER PLATFORMS, LAN, & MIDDLEWARE INSTALLED SEGMENT 1 APPLICATIONS & UNIQUE DATA CONVERTED TO CLIENT/SERVER SEGMENT 2 APPLICATIONS & UNIQUE DATA CONVERTED TO CLIENT/SERVER SEGMENT 3 APPLICATIONS, & UNIQUE DATA CONVERTED TO CLIENT/SERVER
COMMON DATA CONVERTED TO SHARED DATA SERVER
Figure 33: Evolution Timeline ChartGeneric Example
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Table 29: Evolution Timeline ChartInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Graphical Entity & Attributes Graphical Box Types Y Y Y Y Y Y Y Y Y System System Component Migration/Integration Timeline Name Description Milestone Name Date Description Version Graphical Arrow Types Y Y Y Y Grouping Link Milestone Name Group Name Number of Constituent Systems/System Elements/System Components Implied Relationships Y Y Y Group Contains Constituent System/System Component Group Name System/System Component Name Name/identifier for a set of systems, or system components Name of existing systems/system components whose migrated functionality will make up the new version at the milestone or the name/identifier of the builds/upgrades/new functionality of the evolving system that will be included in the new version at the milestone Version number for the constituent system/system component Name/identifier of timeline Date of beginning of timeline Name of initial system configuration (for system evolution timelines) Name/identifier of the milestone when this grouping should be integrated Name/identifier for a set of systems, system, or system components Number of systems or system components grouped together Name/identifier for milestone Date for achieving milestone in terms of month and year or number of months from baseline date Goals to be achieved at milestone Version number for system configuration at completion of milestone Name of timeline Textual description of purpose of timeline See System Interface Description attribute table See System Interface Description attribute table Example Values/Explanation
Y Y Y Y Y Y
Version number Timeline Has Beginning Point Timeline Name Beginning Time System Name Timeline Has Ending Point
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Graphical Entity & Attributes Timeline Name Ending Time System Name Timeline Contains Milestone Timeline Name Milestone Name Relative Position of Milestone
Example Values/Explanation Name/identifier of timeline Date of ending of timeline Name of new system available at end of timeline Name/identifier of timeline Name/identifier of milestone Position of milestone on timeline relative to beginning of timeline (e.g., first, fifteenth)
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A.4.5.2 Forecasts (Supporting) Supporting work products may be needed to forecast legislation and regulations, emerging standards, or emerging technologies. Only the Technology Forecast is described herein; other forecast documents, the Standards Forecast and Legislation Forecast, have a similar format. The Technology Forecast is a detailed description of emerging technologies and specific hardware and software products. It contains predictions about the availability of emerging capabilities and about industry trends in specific timeframes (e.g., 6-month, 12-month, and 18month intervals), and confidence factors for the predictions. The forecast includes potential technology impacts on current architectures, and thus influences the development of transition and target architectures. The forecast should be tailored to focus on technology areas that are related to the purpose for which a given architecture is being built, and should identify issues that will affect the architecture. Table 30 provides a generic example of a Technology Forecast focused on data production and management, and Table 31 lists the type of information to be captured.
Table 30: Technology ForecastGeneric Example
Technology Domain: Data Production and Management Technology Areas and Capabilities Data management Metadata management Schema definition Data formats Data interchange Database security Document creation tools Hyperlink management Data replication Distributed heterogeneous databases Short Term 0-6 Months Mid-Term 6-18 Months Long Term 18+ Months
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Table 31: Technology ForecastInformation Attributes

Required items are presented in bold type and are marked with a Y in the first column. Req. Implied Entities, Relationships, & Attributes Entities & Attributes Y Y Y Y Y Y Y Technology Forecast Name Description System/System Component Name Technology Area Name Description Name/identifier of technology forecast Textual description of purpose of forecast Name/identifier of system or system component for which the forecast is being performed (The technology area may be related to one or more of the service areas of the TRM.) Name/identifier for technology area in forecast Textual description of technology area and included capabilities, including issues for and impacts on system architecture Date or version number for the technology area forecast Name of specific technical capability for which a forecast can be made Definition of the capability Name/identifier of specific forecast (e.g., short term forecast for graphical user interface trends) Timeframe for which forecast is valid; usually expressed in terms of a (future) date or months from baseline Text of forecast Textual description of confidence level in forecast Example Values/Explanation
Y Y Y Y Y Y Y
Version/Date Technical Capability Name Description Timed Forecast Name Timeframe
Y Y
Forecast Confidence Factor Implied Relationships Technology Forecast Covers Technology Area Technology Forecast Name Technology Area Name Technology Area Covers Technical Capability Technology Area Name Technical Capability Name
Name/identifier of technology forecast document Name/identifier of a technology area covered by the forecast document Name/identifier of a technology area Name/identifier of a technical capability included in that technology area and for which forecasts will be performed Name/identifier of a technical capability Name/identifier of a specific, time sensitive forecast for the technical capability
Technical Capability Has Timed Forecast Technical Capability Name Timed Forecast Name
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Appendix B: Relationship to Other Frameworks and Guidance

B.1 Federal Enterprise Architecture Framework B.1.1 Summary
(Much of this section is excerpted from the Federal Enterprise Architecture Framework, Version 1.1, published in September 1999 by the Chief Information Officers Council.) The Federal Enterprise Architecture Framework provides an organized structure and a collection of common terms by which Federal segments can integrate their respective architectures into the Federal Enterprise Architecture. The Framework consists of various approaches, models, and definitions for communicating the overall organization and relationships of architecture components required for developing and maintaining a Federal Enterprise Architecture. In designing the FEAF, the CIO Council identified eight components necessary for developing and maintaining the Federal Enterprise Architecture. These components are illustrated in Figure 34.
Standards
Current
Business Drivers Design Drivers Business Architecture Data Architecture Data Applications Technology Business Models Design Data Applications Models Technology
Target
Business Architecture Data Architecture Data Applications Technology
Strategic Direction
Architectural Models
Traditional Processes
Source: Federal Enterprise Architecture Framework, Version 1.1, September 1999
Figure 34: Federal Enterprise Architecture Framework
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The eight components of the Federal Enterprise Architecture are: Architecture Drivers Represent two types of external stimuli or change agents for the enterprise architecture: business and design. The business drivers could be new legislation, new administration initiatives, budget enhancements for accelerated focus areas, and market forces. Design drivers include new and enhanced software and hardware and their combinations with a variety of deployment approaches. Strategic Direction Guides the development of the target architecture and consists of a vision, principles, and goals and objectives. Current Architecture Defines the as is enterprise architecture and consists of two parts: current business and design architectures (i.e., data, applications, and technology). This is a representation of current capabilities and technologies and is expanded as additional segments are defined. Target Architecture Defines the to-be-built enterprise architecture and consists of two parts: target business and design architectures (i.e., data, applications, and technology). This represents the further capabilities and technologies resulting from design enhancements to support changing business needs. Transitional Processes Support the migration from the current to the target architecture. Critical transition processes for the Federal Enterprise include capital IT investment planning, migration planning, configuration management, and engineering change control. Architectural Segments Consist of focused architecture efforts on major crosscutting business areas, such as common administrative systems; program areas, such as trade and grants; or small purchases via electronic commerce. They represent a portion (segment) of the overall enterprise architecture. A segment is considered to be an enterprise within the total Federal Enterprise. Architectural Models Define the business and design models that comprise the segments of the enterprise description. best practices.
Standards Refer to all standards (some of which may be mandatory), guidelines, and
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B.1.2 Alignment of TEAF with FEAF

The Federal Enterprise Architecture Framework (FEAF) provides a structure to assist in building architecture descriptions. Like the Zachman Framework, this structure consists of a matrix of views (the columns of the matrix) and perspectives (the rows of the matrix). The TEAF provides a similar matrix structure. As shown in Figure 35, the FEAF Data Architecture corresponds to the TEAF Information View, the FEAF Applications Architecture corresponds to the TEAF Functional View, the FEAF Technology Architecture corresponds to the TEAF Infrastructure View, and the FEAF People corresponds to the TEAF Organizational View. Note that the People column of the FEAF has not yet been detailed to the same degree as the other FEAF columns.
Organizational
Infrastructure
(To be determined)
Information
Functional
TEAF
Applications
Technology
People
Data
FEAF
.
Figure 35: Correspondence Between TEAF Views and FEAF Focus Architectures (Columns)
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As shown in Figure 36, the FEAF and the TEAF matrices contain the same perspectives (rows), except that the TEAF collapses the Builder and Subcontractor perspectives into one row labeled Builder.
FEAF
Planner
TEAF
Planner
Owner
Owner
Designer
Designer
Builder Builder Subcontractor
Figure 36: Correspondence Between TEAF and FEAF Perspectives (Rows)
In both the FEAF and the TEAF, the intersections of the rows and columns (i.e., the cells of the matrix) represent certain types of work products. The views and perspectives are convenient ways of organizing the various types of work products, but the most valuable comparison between any two architecture frameworks is in their respective types of work products and the data captured in them. Thus, two architecture descriptions built with different view and perspective structures (e.g., the FEAF views and perspectives vs. the TEAF views and perspectives) will still be mutually understandable and comparable if they consist of the same work products. At present, the work product descriptions in the FEAF are high-level and do not yet provide detailed guidance about the form and content of the work products represented by each cell. The TEAF, on the other hand, provides detailed descriptions of its work products. For each work product the TEAF provides a text description, a generic example, and a list of information that should be captured in each work product. Many of the TEAF work products are based on work products of the Department of Defenses C4ISR Architecture Framework, Version 2.0, and have been adapted where necessary. The Federal CIO Council has been piloting the use of a subset of the same DOD models that have been adopted by the TEAF. Figure 37 shows the TEAF work products mapped to the full FEAF matrix of product descriptions, for the cells that are the current focus of the FEAF as well as those that will be addressed more fully in the FEAF at a later date.
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Current Focus of FEAF Future Focus of FEAF

People (Who) Time (When)
List of Events Important to the Business List of Organizations Important to the Business
Organization Chart
Data Architecture (entities = what) Applications Architecture (activities = how)

List of Business Processes List of Business Locations List of Business Objects
Technology Architecture (locations = where)
Motivation (Why)
List of Business Goals/Strategies
Technical Reference Model Mission & Vision Statements
Planners View Objectives/ Scope

Activity Model Activity Model
Owners View Enterprise Model

System Interface Description Level 1 Information Exchange Matrix (Conceptual)
Semantic Model
Business Process Model
Bus. Logistics Sys.
Work Flow Model

Master Schedule
Business Plan
Logical Data Model
IA Risk Assessment
State Charts
System Interface Description Levels 2,& 3
Technology Model
Physical Data Model
Information Exchange Matrix (Physical) System Performance Parameters Matrix
Detailed Specifications
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Figure 37: Alignment of TEAF Work Products to FEAF Matrix
Data Definition Subcontractors Library or Encyclopedia View
Programs (Supporting Software Components)
Network Architecture
Security Architecture
Event Trace Diagrams Event Trace Diagrams
Builders View
Physical Data Model
System Design
Technology Architecture
Presentation Architecture
Control Structure
Rule Design
Timing Definition
Rule Specification
Standards Profile
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Logical Data Model
Data CRUD Matrices Business Process to System Function Matrix
Designers View Information Systems Model
Application Architecture
Distributed System Arch.

Node Connectivity Description (Logical) Information Exchange Matrix (Logical)
Human Interface Architecture
Processing Structure
Business Rule Model
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B.2 Clinger-Cohen Act and OMB Circular A130

The following subsections provide a brief overview of the Clinger-Cohen Act and OMB Circular A130, and are excerpted from Circular A130 and draft updates to the Circular.
B.2.1 Clinger-Cohen Act

The Information Technology Management Reform Act (ITMRA) of 1996 (Clinger-Cohen Act) assigns the Director of the Office of Management and Budget (OMB) responsibility for improving the acquisition, use, and disposal of information technology by the federal government to improve the productivity, efficiency, and effectiveness of federal programs, including dissemination of public information and the reduction of information collection burdens on the public. It supplements the information resources management (IRM) policies contained in the Paperwork Reduction Act (PRA) by establishing a comprehensive approach to improving the acquisition and management of agency information systems through work process redesign, and by linking planning and investment strategies to the budget process. Section 5125(b)(2) of ITMRA states: The Chief Information Officer of an executive agency shall be responsible for developing, maintaining, and facilitating the implementation of a sound and integrated information technology architecture for the executive agency. ITMRA establishes clear accountability for IRM activities by creating agency Chief Information Officers (CIOs) with the authority and management responsibility necessary to advise the agency head. Among other responsibilities, CIOs oversee the design, development, and implementation of information systems. CIOs also monitor and evaluate system performance and advise the agency head to modify or terminate those systems. The ITMRA also directs agencies to work together towards the common goal of using information technology to improve the productivity, effectiveness, and efficiency of federal programs and to promote an interoperable, secure, and shared government-wide information resources infrastructure.
B.2.2 OMB Circular A130

To provide agencies with guidance on implementing the ITMRA, OMB in April 2000 distributed a draft proposal to revise Circular No. A-130, Management of Federal Information Resources, incorporating and superceding guidance already contained in OMB Memoranda M9620, Implementation of the Information Technology Management Reform Act of 1996; M9702, Funding Information Systems Investments; M9716, "Information Technology Architectures;" as well as new material. The draft proposal to revise OMB Circular A130: Provides guidance on both strategic and operational IRM planning by integrating the agency's information resources management plans, strategic plans, performance plans, financial management plans, and budget process. Outlines three components of IT investment management: the selection, the control, and evaluation components.
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Stresses the need to redesign work processes before making significant investments in automation, and the need to evaluate commercial off-the-shelf (COTS) software as part of the capital planning process. Promotes the structuring of major information systems into modules that will reduce risk, promote flexibility and interoperability, increase accountability, and better match mission needs with current technology and market conditions. Mandates that agencies will implement the following principles Develop information systems that facilitate necessary interoperability, application portability, and scalability of computerized applications across networks of heterogeneous hardware, software, and communications platforms Meet information technology needs through intra-agency and interagency sharing, when it is cost effective, before acquiring new information technology resources Establish a level of security for all information systems that is proportionate to the risk and magnitude of the harm resulting from the loss, misuse, unauthorized access to, or modification of the information contained in these information systems
To assist the federal agencies in meeting the above objectives, the proposed update to A130 contains a new Appendix II that mandates the development and use of an "Information Technology Architecture (ITA) and defines its high-level components. Appendix II states, in part, that the [ITA] should: Document linkages between mission needs, information content, and information technology capabilities. An ITA should also guide both strategic and operational IRM planning. Include integration of agency work, business processes, and information flows with technology to achieve the agency's strategic goals and reflect the agency's technology vision. Specify standards that enable information exchange and resource sharing while retaining flexibility in the choice of suppliers and in the design of local work processes. Be supported by a complete inventory of the agency information resources, including personnel, equipment, and funds devoted to information resources management, as well as information technology, at a level of detail appropriate to support the ITA. Address steps necessary to create an open systems environment.
B.2.3 TEAF Adaptation of A130

In the TEAF, the term enterprise architecture is used to encompass the same meaning and purpose as both the terms enterprise architecture and information technology architecture, as used in OMB Circular A130. In the TEAF, the TRM is part of the Framework and is a work product to be prepared. In the TEAF, the Standards Profile and other profiles are work products that provide information for the Infrastructure View of an EA.
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B.2.4 Mapping of TEAF to Enterprise Architecture Components in A130

Agencies are required by OMB Circular A130 to create an EA together with a supporting Technical Reference Model and Standards Profile. Circular A130 provides a brief description of the logical components of an EA, as listed below: Business process Information flows and relationships Applications Data descriptions and relationships Technology infrastructure
Logical Component A part of an EA accompanied by a description of its purpose, but without prescribing the form, detailed content, or method for producing the associated information.
These logical components align with the NIST Enterprise Architecture Model and with the FEAF. This section identifies how TEAF aligns with these EA logical components. The following subsections provide a mapping of TEAF views to A130 logical architecture components. B.2.4.1 Business Process For the EA, both the current (as-is) and the The business process component relates target (to-be) business processes should be to the Functional View in the TEAF Matrix. documented, although not necessarily at the same level of precision. The current business process should be based on and traceable to the agency mission, goals, and objectives. Similarly, the target business process should be based on and traceable to the agency vision as well as the (potentially updated) agency mission, goals, and objectives. Thus, the agency mission, goals, and objectives and vision should be documented as part of the business process component. The rationale for documenting both the current and target business processes is that an understanding of the current process is necessary for ensuring that the target process can be achieved, with the current process as the starting configuration and for writing a sound enterprise transition strategy. The business process component should document the work performed in support of the agency mission and should include both the business-specific processes and the management processes and their relationships. The information technology used to support the processes should be indicated. For current processes, the information technology documented should be the actual technology being used and may include references to specific automated systems. For target processes, the information technology listed should be identified through the planning process. In addition, the business process documentation should contain explicit discussion of performance experience (for current processes) and goals (for target processes). This information will be used to evaluate the cost effectiveness of the information technology investment needed to implement the target business processes.
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The business process documentation should also include an explicit discussion of the appropriate information assurance goals, with traceability to the security policy and information assurance risk assessment. The manual procedures involving security should be identified, as well as the security goals, requirements, and constraints for any information technology support. The business process component should also contain forecast documentation for items that may impact the evolution of the target business process, such as: Pending legislation Planned regulations Enabling technology, including standards
This forecast documentation should be updated periodically on either a time-periodic or an event-driven basis. The agency vision, transition strategy, target business processes, or other EA components may require updating due to changes in the status of items tracked in the forecast documentation. The required elements for the business process component are summarized below: Agency vision, mission, goals, and objectives Current business process and target business process, including: Management processes Business performance history and goals Information assurance requirements, models, and policies Relationships to information technology (actual or planned) Relationships between business and management processes Relationships to vision, mission, goals, and objectives Forecast documents Legislation Regulations Information technology and standards B.2.4.2 Information Flow and Relationships An EA must include documentation of the The information flows and relationships information used by the business processes (both component relates to both the current and target). This documentation should Organizational View and the Information include business locations (e.g., sites and View in the TEAF Matrix. facilities), the locations where information is used, identification of shared information, and the flow of information between processes and locations. In addition, the information assurance and security aspects of the information should be documented, especially for shared information. The documentation should identify any environmental security requirements for specific
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business locations that can be traced to the types of information created or used at that location and the information assurance risk assessment. The required elements for the information flow and relationships component are summarized below: Information used by business processes Business locations (including roaming users) Information used at business locations Information flows between locations and processes Information assurance and security aspects of information
B.2.4.3 Applications An EA must include documentation of business The applications component relates to the applications or activities. These activities are the Functional View in the TEAF Matrix. refinement of the business processes into lower level steps. The documentation should include the information captured, managed, and manipulated by these activities and the relationships among the activities, both those related to the sequencing of actions in the business process and those related to the sharing of information. The documentation should include the organization that performs the activity and what information technology is used. The documentation should identify activities performed in support of information assurance, any information assurance services required by the activities including security-relevant functions, and any aspects of information technology required to support information assurance. The required elements for the applications component are summarized below: Business activities and their relationships and dependencies Information captured, managed, and manipulated by business activities Information technology that supports each activity Information assurance aspects
B.2.4.4 Data Descriptions and Relationships An EA requires documentation about the data The data descriptions and relationships created and used in business activities and component relates to the Information View managed by information systems. This data is in the TEAF Matrix. identified by refining the information for the Information Flow and Relationships component (discussed in section B.2.4.2) into high-level data used by information systems. The documentation should include a description of the data and the relationships among data elements. Information assurance and security characteristics of each data element should be included. The documentation should also include cross-references between the data elements
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and the business activities regarding the data elements created, accessed, updated, and deleted by each business activity. The required elements for the data descriptions and relationships component are summarized below: Data descriptions, including data sensitivity by role Data relationships Cross-references between data elements and business activities Data created by activity Data read by activity Data updated by activity Data deleted by activity B.2.4.5 Technology Infrastructure The EA includes models of the physical The technology infrastructure component implementation of the information systems. relates to the Infrastructure View in the TEAF The technology infrastructure models include Matrix. descriptions of the functional characteristics, capabilities, and interconnections of the information system hardware, software, and telecommunications. This information covers what has traditionally been thought of as system, software, and network architecture. The required elements for the technology infrastructure component are summarized below: Hardware, software, and telecommunications Functional characteristics, including security information Capabilities Interconnections
B.3 Information Assurance

The main body of OMB Circular A130 contains requirements relating to information assurance and security. Business processes and information systems must preserve the appropriate integrity, availability, and confidentiality of information. The EA should support a level of security for all information systems that is proportionate to the risk and magnitude of the harm resulting from the loss, misuse, unauthorized access to or modification of the information contained in these information systems. OMB Memorandum 0007 provides additional guidance on the principles for incorporating and funding security as part of agency IT systems and architectures and of the decision criteria that will be used to evaluate security for information systems investments. This memorandum states that [i]n general, OMB will consider new or continued funding only for those system
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investments that satisfy these criteria and will consider funding information technology investments only upon demonstration that existing agency systems meet these criteria.
B.4 Zachman Framework B.4.1 Summary

The Zachman Framework is the most widely known generic enterprise architecture framework. As shown in Figure 38, it is organized as a matrix in which the rows represent the perspectives of specific types of stakeholders. The columns represent focus aspects that address specific questions. The stakeholders are the Planner (scope perspective), the Owner (enterprise perspective), the Designer (information system perspective), the Builder (technology perspective) and the Subcontractor (detailed specification perspective).
B.4.2 Alignment of TEAF with the Zachman Framework

Since the FEAF matrix is based on the Zachman Framework, the mapping of TEAF work products to the Zachman Framework cells is identical to the mapping of TEAF work products to the FEAF matrix. Figure 39 depicts the mapping of the TEAF work products to the Zachman Framework cells.
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ENTERPRISE ARCHITECTURE - A FRAMEWORK

DATA What
List of Processes the Business Performs List of Locations in which the Business Operates List of Organizations Important to the Business List of Events Significant to the Business List of Business Goals/Strat
TM
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FUNCTION How Where Who When Why
NETWORK
PEOPLE
TIME
MOTIVATION
SCOPE (CONTEXTUAL)
List of Things Important to the Business
SCOPE (CONTEXTUAL)
Planner
ENTITY = Class of Business Thing People = Major Organizations e.g. Work Flow Model e.g. Master Schedule Time = Major Business Event e.g. Semantic Model e.g. Business Process Model e.g. Business Logistics System Node = Major Business Location
Function = Class of Business Process
Ends/Means=Major Bus. Goal/ Critical Success Factor e.g. Business Plan
Planner ENTERPRISE MODEL (CONCEPTUAL)
ENTERPRISE MODEL (CONCEPTUAL)
Owner
Ent = Business Entity Reln = Business Relationship Proc. = Business Process I/O = Business Resources People = Organization Unit Work = Work Product e.g. Human Interface Architecture e.g. Application Architecture e.g. Distributed System Architecture e.g. Logical Data Model Node = Business Location Link = Business Linkage
Time = Business Event Cycle = Business Cycle e.g. Processing Structure
End = Business Objective Means = Business Strategy e.g., Business Rule Model
Owner
SYSTEM MODEL (LOGICAL)
SYSTEM MODEL (LOGICAL)
Figure 38: The Zachman Framework
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Ent = Data Entity Reln = Data Relationship Proc .= Application Function I/O = User Views e.g. System Design e.g. Technology Architecture e.g. Physical Data Model Node = I/S Function (Processor, Storage, etc) Link = Line Characteristics People = Role Work = Deliverable Ent = Segment/Table/etc. Reln = Pointer/Key/etc. e.g. Data Definition e.g. Program Proc.= Computer Function I/O = Data Elements/Sets Node = Hardware/System Software Link = Line Specifications e.g. Network Architecture People = User Work = Screen Format Ent = Field Reln = Address e.g. DATA e.g. FUNCTION Proc.= Language Stmt I/O = Control Block Node = Addresses Link = Protocols e.g. NETWORK People = Identity Work = Job e.g. ORGANIZATION
Designer
Time = System Event Cycle = Processing Cycle e.g. Control Structure
End = Structural Assertion Means =Action Assertion e.g. Rule Design
Designer TECHNOLOGY MODEL (PHYSICAL)
TECHNOLOGY MODEL (PHYSICAL)
e.g. Presentation Architecture
Builder
Time = Execute Cycle = Component Cycle e.g. Security Architecture e.g. Timing Definition
End = Condition Means = Action e.g. Rule Specification
Builder
DETAILED REPRESENTATIONS (OUT-OFCONTEXT)
DETAILED REPRESENTATIONS (OUT-OF CONTEXT)

Time = Interrupt Cycle = Machine Cycle e.g. SCHEDULE End = Sub-condition Means = Step e.g. STRATEGY
SubContractor
SubContractor
FUNCTIONING ENTERPRISE
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Source: Zachman Institute for Framework Advancement, <www.zifa.com>, as of July 2000
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DATA Function People Who How Time When Motivation Why
What
Network
Where
SCOPE (CONTEXTUAL) List of Processes the Business Performs List of Organizations Important to the Business List of Business Goals/Strategies
Technical Reference Model Mission & Vision Statements Organization Chart
List of Things Important To the Business List of Events Significant to the Business
List of Locations in which the Business Operates
SCOPE (CONTEXTUAL)
Activity Model Activity Model
Node Connectivity Node Connectivity Description (Conceptual)
Planner e.g. Semantic Model

Information Exchange Matrix (Conceptual) System Interface Description Level 1 Information Assurance Trust Model
Planner e.g. Work Flow Model e.g. Master Schedule e.g. Business Plan ENTERPRISE MODEL (CONCEPTUAL) Owner e.g. Business Rule Model SYSTEM MODEL (LOGICAL)
Standards Profile
ENTERPRISE MODEL (CONCEPTUAL)
e.g. Business Process Model e.g. Bus. Logistics Sys.
Owner e.g. Logical Data Model

Data CRUD Matrices Information Exchange Matrix (Logical) System Interface Description Levels 2,& 3 Business Process to System Function Matrix Node Connectivity Description (Logical)
IA Risk Assessment
SYSTEM MODEL (LOGICAL) e.g. Application Architecture e.g. Distributed System Arch. e.g. Human Interface Architecture
Logical Data Model
e.g. Physical Data Model

Physical Data Model System Functionality Description Information Exchange Matrix (Physical) System Performance Parameters Matrix Node Connectivity Description (Physical)
Event Trace Diagrams
TECHNOLOGY MODEL (PHYSICAL)
e.g. System Design
e.g. Technology Architecture
State Charts
System Interface Description System Interface Description Level 4
Figure 39: Alignment of TEAF Work Products with the Zachman Framework
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e.g. Data Definition e.g. Programs e.g. Network Architecture e. g. DATA e. g. FUNCTION e. g. NETWORK
e.g. Processing Structure
Designer
Designer e.g. Presentation Architecture e.g. Control Structure e.g. Rule Design TECHNOLOGY MODEL (PHYSICAL)
Builder
Builder e.g. Security Architecture e.g. Timing Definition e.g. Rule Specification DETAILED REPRESENTATIONS (OUTOF-CONTEXT) Sub-Contractor e. g. ORGANIZATION e. g. SCHEDULE e. g. STRATEGY FUNCTIONING ENTERPRISE
DETAILED REPRESENTATIONS (OUTOF-CONTEXT)
Sub-Contractor
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B.5 TISAF 1997

Key changes from TISAF 1997 to TEAF 2000 are summarized below: The Principles have been revamped The Work Architecture is renamed to Organizational View The order of the TEAF Matrix columns has been changed to: Functional, Information, Organizational, and Infrastructure The TISAF Matrix rows have been renamed in the TEAF Matrix to: Planner, Owner, Designer, Builder Work products have been revamped The concept of essential vs. supporting work products has been introduced The TISAF Technical Reference Model has been removed. Example TRMs are cited The Standards Profile content has been removed from the TEAF. A Standards Profile is part of an EA, but not part of a framework Inputs that drive the development of EA are now included and are documented as EA Direction resources and work products Approaches for implementing an EA are now included and are documented as EA Accomplishment work products Alignments of the TEAF with the FEAF and the Zachman Framework are provided
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Appendix C: Repository Tools

This Appendix provides supplementary material regarding architecture repository tools. Automated support for a repository is provided by COTS architecture development tools, COTS repository products, COTS computer-aided software engineering tools, government-off-the-shelf or custom repository products, or by using some combination of products. The following paragraphs provide high-level criteria that may be used in the selection of repository support products. Many COTS system, software, and architecture development tools include a repository as part of their functionality. If one of these tool repositories is used to support some, or all, of the EA repository functionality, the following criteria should be applied. If the tool is limited in scope, i.e., it does not support the development of all required or desired architecture artifacts or information, the repository will have to be integrated with the repositories from other tools to support the EA. The tool repository should support: Import and export of information using standard formats or use an open repository approach The capture of all required metadata for the data it supports, either directly or via tailoring features If the tool set (from the same vendor or cooperating vendors) provides support for essential EA work products and required information, the repository should: Be the integrating feature of the tool set Support tailoring features that allow introduction of additional metadata Support access for third party analysis and information display tools Support data administration and configuration management functions An increasing number of third party COTS repository products are available. Some of these products are generic repositories; others may be specifically designed for architecture information. If a third party repository product is desired, the following criteria should be applied. The repository product should support: Tailoring features that allow for support of all desired EA information, both data and metadata Import and export interfaces for an appropriate set of architecture development, analysis, and information display tools, or be compatible with middleware that can support translation between the repository formats and the tool import and export formats Data administration and configuration management functions
For third party repository tools, a critical factor in the long-term viability of the repository is the expense of maintaining its import/export interfaces. If the repository vendor performs this maintenance, then economic market forces will determine both the speed of update when new versions of supported tools are released (assuming that the interfaces change) and the rapidity
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with which interfaces are added to support newly emerging architecture or analysis tools. The release plans of the repository vendor will control the migration of the using organizations to improved tool support and to new methodologies and tools. If middleware is used to support tool access to the repository, then the using organizations must develop and maintain the interface mappings itself. This development and maintenance expense, which is not trivial, must be factored into the long-term cost of repository ownership. If the third party repository product is custom-developed or GOTS, then there are additional issues for consideration. For custom products, the entire expense of product maintenance must be borne by the using organizations. This is also true for GOTS products, unless there is an identified government support organization that enables maintenance cost sharing. Care should be taken to ensure that custom repository products are not designed with built-in methodology biases. Any such bias will impact future migrations to new or different methodologies. Similarly, GOTS products also should be reviewed to ensure that a methodology bias was not part of the original product design.
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Appendix D: Glossary of Terms

The definitions of many work products were derived from the C4ISR Framework, Version 2.0.
Term
Definition
As-Is architecture To-Be architecture Activity Activity Model
The current state of an enterprises architecture. The target state for an enterprises architecture. A function or process step. The essential work product in the TEAF Matrix describing activities, relationships among activities, inputs/outputs, constraints (e.g., policy, guidance), and entities that perform those activities. The structure of components, their interrelationships, and the principles and guidelines governing their design and evolution over time. [Source: IEEE STD 610.12 (Hagle brief).] A role chartered by the Treasury CIO Council to further architecture activities across the Treasury Department An information system used to store and access architectural information, relationships among the information elements, and work products. An abstract representation of some aspect of an existing or tobe-built system, component, or view. Examples of individual artifacts are a graphical model, structured model, tabular data, and structured or unstructured narrative. Individual artifacts may be aggregated. A property or characteristic. (Source: C4SIR Framework.) A representation of the state of some aspect of an enterprise at a particular point in its life cycle. A term used in the Standards Profile to indicate that a particular standard or product is approved for use in current, deployed systems.
Architecture
Architecture Champion Architecture Repository
Artifact
Attribute Baseline
Baseline standard/product
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Term
Definition
Builder perspective
The row in the TEAF Matrix associated with EA descriptions involving the constraints of tools, technology, and materials. The builder must translate the designers specifications to implementation plans and details. The builder also focuses on integration and test. The supporting work product in the TEAF Matrix containing a mapping of system functions back to business activities. An individual cell in the TEAF Matrix, corresponding to a particular architectural view (column) and perspective (row). The role within an organization responsible for producing and applying an architecture. A column of cells in the TEAF Matrix, corresponding to architecture views. The TEAF Matrix has four columns: Functional, Information, Organizational, and Infrastructure. Each column spans multiple perspectives for a view. A term used in the Standards Profile to indicate that a product or standard is not acceptable for new development projects; maintenance will be limited to legacy or specialized systems. A representation of individual facts, concepts, or instructions in a manner suitable for communication, interpretation, or processing by humans or by automatic means. (Source: IEEE 610.12). The supporting work product in the TEAF Matrix containing a matrix that relates data entities to functional activities or to systems. The row in the TEAF Matrix associated with EA descriptions of the logical business process design, logical information model, component and application design, and system distribution and deployment approach. A term used in the Standards Profile to indicate that a particular product or standard is under development and should be re-examined periodically to determine its acceptability for use in operational systems.
Business Process/System Function Matrices Cell Chief Architect Column
Containment
Data
Data/Function CRUD (Create/Replace/Update/ Delete) Matrices and/or Data/System CRUD Matrices Designer Perspective
Emerging
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Term
Definition
Enterprise
An organization supporting a defined business scope and mission. An enterprise is comprised of interdependent resources (people, organizations, and technology) who must coordinate their functions and share information in support of a common mission (or set of related missions). A strategic information asset base, which defines the agencys mission and business activities supporting the mission, the information necessary for agency operations, the technologies necessary to support operations, and the transitional processes necessary for implementing new technologies in response to changing business needs. It is an integrated model or representation. (Source: FEAF version 1.1, adapted.) The essential work product in the TEAF Matrix that describes an organizations multi-year plans for preparing, using, and managing its Enterprise Architecture. The integration of management, business, and engineering life cycle processes that span the enterprise to align IT with the business. A supporting TEAF work product that contains statements of an enduring common vision, providing direction for making key decisions within an organization. The essential TEAF work product that details the approaches for transitioning from the current business processes to the target business processes, with IT support. Work products that are required to be produced for an enterprise. These generally present the broadest perspective of the enterprise. The supporting work product in the TEAF Matrix that describes system-specific refinements of critical sequences of events. The supporting work product in the TEAF Matrix that documents planned incremental steps toward migrating a suite of systems to a more efficient suite, or toward evolving a current system to a future implementation.
Enterprise Architecture
Enterprise Architecture Roadmap Enterprise Life Cycle
Enterprise Transition Strategy Essential
Event Trace Diagrams
Evolution Timeline Chart
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Term
Definition
Federal Enterprise Architecture Framework
The Federal Enterprise Architecture Framework is an organizing mechanism for managing development, maintenance, and facilitated decision making of a Federal Enterprise Architecture. The Framework provides a structure for organizing federal resources and for describing and managing Federal Enterprise Architecture activities. (Source: FEAF.) The supporting work product in the TEAF Matrix that describes emerging technologies, standards, and software/hardware products that are expected to be available in a given set of timeframes, and that will affect future development of the architecture, A logical structure for classifying and organizing complex information. (Source: FEAF.) The column in the TEAF Matrix associated with EA descriptions of business functions, processes, and activities that capture, manipulate, and manage the business information to support business operations. An act of Congress approved January 5, 1993, providing for the establishment of strategic planning and performance measurement in the federal government, and for other purposes. The refinement of data through known conventions and context for purposes of imparting knowledge. (Source: C4ISR Framework.) Information operations that protect and defend information and information systems by ensuring their availability, integrity, authentication, confidentiality, and non-repudiation. This includes providing for restoration of information systems by incorporating protection, detection, and reaction capabilities. (Source: Information Assurance Technical Framework, Release 2.0, August 1999.) The essential TEAF work product that provides IA guidance and direction needed when preparing EA work products in the TEAF Matrix; it identifies the policy that determines what information assurance measures are needed.
Forecast Documents
Framework Functional View
Government Performance and Results Act (GPRA)
Information
Information Assurance
Information Assurance Policy
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Term
Definition
The essential work product in the TEAF Matrix that identifies threats and vulnerabilities of information systems or applications and an evaluation of alternatives for mitigating or accepting the risks. The supporting work product in the TEAF Matrix that describes who trusts whom for what. The trusting and trusted entities can be groups of people, roles, information system components, locations, or collections of data. The things trusted for are the components of information assurance, such as confidentiality, integrity, availability, identification, and non-repudiation. The essential work product in the TEAF Matrix that defines all terms used in all work products, and relationships among them. A set of three work products in the TEAF Matrix, each documenting the information exchanged between nodes and the relevant attributes of that exchange such as media, quality, quantity, and the level of interoperability required. The conceptual Information Exchange Matrix is an essential work product; whereas the logical and physical ones are supporting. A requirement for the content of an information flow. Associated with an IER are performance attributes such as information size, throughput, timeliness, quality, and quantity values. An activity required by draft OMB Circular A130 (and formerly in OMB Memorandum 9716) for agencies to conform to the requirements of the Clinger-Cohen Act. The ITA documents linkages between mission needs, information content, and information technology capabilities. An ITA should also guide both strategic and operational IRM planning. It should be supported by a complete inventory of the agency information resources, including personnel, equipment, and funds devoted to information resources management and information technology, at a level of detail appropriate to support the ITA. It should also address steps necessary to create an open systems environment. (Source: OMB, Proposed Revision of OMB Circular No. A130, April 13, 2000.)
Information Exchange Matrix
Information Exchange Requirement
Information Technology Architecture
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Term
Definition
Information Technology Management Reform Act
An act of Congress approved on August 8, 1996, also known as the Clinger-Cohen Act. It assigns overall responsibility for the acquisition and management of IT in the Federal Government to OMB. It also gives the authority to acquire IT resources to the head of each executive agency and makes them responsible for effectively managing their IT investments. Its purpose was to streamline IT acquisitions and emphasize life cycle management of IT as a capital investment The column in the TEAF Matrix associated with EA descriptions of all information needed to perform enterprise business operations and the relationships among that information. The column in the TEAF Matrix associated with EA descriptions of the hardware, software, networks, telecommunications, and general services constituting the operating environment in which business applications operate. An integrated approach to managing IT investments that provides for the continuous identification, selection, control, life-cycle management, and evaluation of IT investments. (Source: GAO, Assessing Risks and Returns: A Guide for Evaluating Agencies IT Investment Decision-making, GAO/AIMD10.1.13, February 1997.) Those systems in existence and either deployed or under development at the start of a Modernization program. All legacy systems will be affected by Modernization to a greater or lesser extent. Some systems will become Transition systems before they are retired. Other systems will simply be retired as their functions are assumed by Modernization systems. Still others will be abandoned when they become obsolete. The physical realization of connectivity between system nodes. The supporting work product in the TEAF Matrix that documents the data requirements and structural business process rules.
Information View
Infrastructure View
Investment Management Process
Legacy Systems
Link Logical Data Model
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Term
Definition
Mainstream
A term used in the Standards Profile to identify the primary approved vendor products or standards to be considered for development of new systems or migrations. A model that provides an integration of information and relationships across the multiple types of models that are used in the various architectural views, levels, work products, tools, and notations. A documented approach for performing activities in a coherent, consistent, accountable, and repeatable manner. The essential work product in the TEAF Matrix that describes an organizations overarching mission and its goals for the future. Models are representations of information, activities, relationships, and constraints. A system under development or to be developed by a Modernization program. Modernized systems are intended to replace or supersede production (sometimes called legacy) and transition systems. A requirement that is the logical expression of the need to transfer information among nodes. The joining of two or more nodes for a specific purpose. A representation of an element of architecture that produces, consumes or processes data. (Source: C4ISR Framework.) A set of three work products in the TEAF Matrix that describes business nodes, activities performed at each node, needlines, and information flow between nodes. The conceptual Node Connectivity Description is an essential work product; whereas the logical and physical ones are supporting. An administrative structure with a mission. (Source: C4ISR Framework.) The essential work product in the TEAF Matrix that provides a graphical depiction of the hierarchical structure and relationships of sub-organizations within the organization.
Metamodel
Methodology Mission and Vision Statements Model Modernized system
Needline Network Node Node Connectivity Description
Organization Organization Chart
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Term
Definition
Organizational View
The column in the TEAF Matrix associated with EA descriptions of the organizational structure of the enterprise, major operations performed by organizations, types of workers, work locations, and the distribution of the organizations to locations. The row in the TEAF Matrix associated with EA descriptions of semantic and business process models, business logistics systems, and infrastructure operations. A point of view of the overall EA representing a particular role or organizational entity. The supporting work product in the TEAF Matrix that describes the physical implementation of the information of the Logical Data Model, e.g., message formats, file structures, physical schema. The row in the TEAF Matrix associated with EA descriptions of strategic plans, the key information that is important to the business, the processes the business performs, and the locations in which the business operates. A system that is a physical structure that hosts systems or systems components. (Source: C4ISR Framework.) Policy relates to an organizations underlying strategies, principles, and regulations. Policy provides direction and constraints to an EA, and should be independent of selected solutions. A statement of preferred direction or practice. Principles constitute the rules, constraints, and behaviors that a bureau will abide by in its daily activities over a long period of time. A group of logically related activities required to execute a specific task or group of tasks. (Source: C4ISR Framework.) A system currently in operational use. A set of one or more base standards, and where applicable, the identification of chosen classes, subsets, options, and parameters of those base standards, necessary for accomplishing a particular function. (Source: IEEE Standard 1003.0, Open Systems Environment.)
Owner Perspective
Perspective Physical Data Model (PDM)
Planner Perspective
Platform Policy
Principle
Process Production System Profile
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Term
Definition
Reference Model
A structured collection of concepts and their relationships that scope a subject and enable the partitioning of the relationships into topics relevant to the overall subject and that can be expressed by a common means of description. (Source: IEEE Standard 1003.0 Open Systems Environment.) A term used in the Standards Profile to indicate that a product or standard is not acceptable. Service provided by one entity that another entity relies on. An information system used to store and access architectural information, relationships among the information elements, and work products. A need or demand. (Source: C4ISR Framework.) A term used in the Standards Profile to indicate that a product or standard is in legacy usage or was previously accepted, but should no longer be used. Right or permission granted by one entity to another. A row of cells in the TEAF Matrix, corresponding to perspectives. The TEAF Matrix has four rows: Planner, Owner, Designer, and Builder. Each row spans multiple architectural views. Statement that defines or constrains some aspect of the enterprise. (Source: C4ISR Framework.) A major business area of the overall Federal Enterprise, such as a common administrative systems or major program areas, such as trade or grants. (Source: FEAF, adapted.) A distinct part of the functionality that is provided a system element on one side of an interface to a system element on the other side of an interface. (Source: C4ISR Framework; derived from IEEE 1003.0.) The essential work product in the TEAF Matrix that documents standards, extracted from pertinent standards documents, that apply to the given architecture
Rejected Reliance Repository
Requirement Retirement
Right Row
Rule Segment
Service
Standards Profile
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Term
Definition
State Charts
The supporting work product in the TEAF Matrix that specify the response of a system or business process to events, describing the response in terms of state changes. A term used in the Standards Profile to indicate that a standard or product is a target for use in a strategic timeframe (e.g., 35 years) Optional work products that generally provide more depth, or more specialized perspectives of the enterprise. A collection of components organized to accomplish a specific function or set of functions. (Source: IEEE 610.12.) Guidance, policies, and procedures for developing systems throughout their life cycle, including requirements, design, implementation, testing, deployment, operations, and maintenance. The supporting work product in the TEAF Matrix that describes the functions performed by systems and the information flow among system functions. A set of work products in the TEAF Matrix that identifies systems and system components and their interfaces, within and between nodes. Level 1 is an essential work product, whereas Levels 2, 3, and 4 are supporting. The supporting work product in the TEAF Matrix that documents current performance characteristics of each system, and the expected or required future performance characteristics of each system An individual, team, or organization (or classes thereof) with interests in, or concerns relative to, as system (i.e., clients), architects, developers, and evaluators. [Source: IEEE 1471, Recommended Practice for Architectural Description (DRAFT).] Interacting collections of hardware, software and communications components that accomplish a specific objective or set of objectives.
Strategic
Supporting System System Development Life Cycle
System Functionality Description System Interface Description
System Performance Parameters Matrix
System Stakeholder
Systems
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Term
Definition
Tactical timeframe
A term used in the Standards Profile to indicate that a standard or product can be used in a tactical timeframe (e.g., 13 years) A representation of the target (to be) operational system to be achieved at some future time. A simplified structure of the entirety of an EA that is convenient for understanding important EA aspects from various vantage points (views and stakeholder perspectives). The essential work product in the TEAF Matrix consisting of a taxonomy that provides the following: A consistent set of service areas and interface categories and relationships used to address interoperability and open system issues Conceptual entities that establish a common vocabulary to better describe, compare, and contrast systems and components A basis (an aid) for the identification, comparison, and selection of existing and emerging standards and their relationships
Target Architecture TEAF Matrix
Technical Reference Model
(Source: Joint Technical Architecture, version 3.0, 15 November 1999.) Transition System View An interim system in operational use that is intended to be replaced or superseded by a modernized system. A representation of a whole system from the perspective of a related set of concerns. [Source: IEEE 1471, Recommended Practice for Architectural Description, (DRAFT).] A document, diagram, presentation, model, or other representation of information content that is developed for inclusion in an EA, or is extracted from an EA. A widely-known generic enterprise architecture framework espoused by John Zachman of the Zachman Institute for Framework Advancement.
Work Product
Zachman Framework
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Appendix E: Acronyms
API ATF C4ISR CASE CBA CIO COTS CRUD DDL DO DOD EA ELC ERD FEAF FIPS PUB FTAM GAO GOTS GPRA IA ICOM ID IDEF0 IDEF1X IEEE IEM IER IMP IRB Application programming interface Bureau of Alcohol, Tobacco, and Firearms Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance Computer-aided software engineering Cost-benefit analysis Chief Information Officer Commercial off-the-shelf Create, replace, update, delete Data Definition Language Departmental Offices Department of Defense Enterprise architecture Enterprise life cycle Entity-relationship diagram Federal Enterprise Architecture Framework Federal Information Processing Standard Publication File transfer, access and management General Accounting Office Government-off-the-shelf Government Performance and Results Act Information assurance Inputs, controls, outputs, mechanisms Identification Integrated Computer-Aided Manufacturing (ICAM) Definition 0: a notation designed to graphically depict business activities (processes) Integrated Computer-Aided Manufacturing (ICAM) Definition 1X: a notation designed to graphically depict data elements and relationships Institute of Electrical and Electronics Engineers Information Exchange Matrix Information Exchange Requirement Investment management process Investment Review Board
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IRM IRS IT ITA ITC I-TIPS ITMRA LDM LISI NCD OLAP OMB OS PDD PDM PKI PRA SDLC SFD SID SME SQL TAG TCP/IP TEA TEAF TISAF TOGAF TRC TRM UML VSAM
Information resources management Internal Revenue Service Information technology Information technology architecture Information Technology Committee Information Technology Investment Portfolio System Information Technology Management and Reform Act Logical Data Model Levels of Information System Interoperability Node Connectivity Diagram Online analytical processing Office of Management and Budget Operating system Presidential Decision Directive Physical Data Model Public key infrastructure Paperwork Reduction Act System development life cycle System Functionality Description System Interface Description Subject matter expert Structured query language Technology Architecture Group Transmission control protocol/Internet protocol Treasury Enterprise Architecture Treasury Enterprise Architecture Framework Treasury Information Systems Architecture Framework The Open Group Architecture Framework Technology Review Committee Technical Reference Model Unified Modeling Language Virtual sequential access method
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Appendix F: References and Resources

ArchitecturePlus www.itpolicy.gsa.gov/mke/archplus/archhome.htm C4ISR Architectures Working Group www.c3i.osd.mil/org/cio/i3/AWG_Digital_Library/ Clinger-Cohen Act (Information Technology Management Reform Act), January 3, 1996 www.itpolicy.gsa.gov/mks/regs-leg/s1124_en.htm The Clinton Administration's Policy on Critical Infrastructure Protection: Presidential Decision Directive 63, May 1998 www.ciao.gov/CIAO_Document_Library/paper598.html Department of Defense Technical Reference Model, version 1.0, November 5, 1999 www-trm.itsi.disa.mil Department of the Treasury CIO www.treas.gov/cio/ Department of the Treasury Information Technology Strategic Plan 2000-2003, November 17, 1999 www.treas.gov/cio/itsp.pdf Federal Agencies Information Architecture Working Group www.itpolicy.gsa.gov/mke/archplus/group.htm Federal Chief Information Officers Council www.cio.gov Federal Enterprise Architecture Framework, version 1, September 1999. www.itpolicy.gsa.gov/mke/archplus/fedarch1.pdf General Accounting Office, Assessing Risks and Returns: A Guide for Evaluating Federal Agencies' IT Investment Decision-making, Version 1, GAO/AIMD-10.1.13, February 1997 www.gao.gov/policy/itguide/ General Accounting Office, Information Technology Investment Management: A Framework for Assessing and Improving Process Maturity, Exposure Draft, Version 1, GAO/AIMD-10.1.23, May 2000 www.gao.gov/special.pubs/10_1_23.pdf
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General Accounting Office, Measuring Performance and Demonstrating Results of Information Technology Investments, AIMD-98-89, March 1998 www.gao.gov/special.pubs/ai98089.pdf General Services Administration, Office of Information Technology www.itpolicy.gsa.gov IEEE 1471, Recommended Practice for Architectural Description, DRAFT Information Assurance Technical Framework Forum www.iatf.net Information Technology Investment Portfolio System (I-TIPS) www.itips.gov Levels of Information System Interoperability (LISI) http://www.c3i.osd.mil/org/cio/i3/AWG_Digital_Library/pdfdocs/lisi.pdf OMB Circular A-130, Management of Federal Information Resources, Revised, February 8, 1996 www.whitehouse.gov/OMB/circulars/a130/a130.html OMB Memorandum M-97-16, Information Technology Architectures, June 18, 1997 www.whitehouse.gov/OMB/memoranda/m97-16.html OMB Memorandum M-00-07, Incorporating and Funding Security in Information Systems Investments, 28 February 2000 www.whitehouse.gov/OMB/memoranda/m00-07.html OMB, Proposed revision of OMB Circular No. A-130, in Federal Register, Vol. 65, No. 72, April 13, 2000, pages 19933-19939 www.whitehouse.gov/omb/fedreg/rev-a130.pdf The Open Group Architecture Framework (TOGAF) Technical Reference Model, version 5, 1999 www.opengroup.org/togaf U.S. Customs Service, Enterprise Architecture Blueprint, October 1999 www.itpolicy.gsa.gov/mke/archplus/eab.pdf U.S. Customs Service, Technical Reference Model Introductory Guide, August 1999 www.itpolicy.gsa.gov/mke/archplus/trm.pdf Zachman Institute for Framework Advancement www.zifa.com
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Treasury Enterprise Architecture Framework

July 2000 Version 1

Department of the Treasury Chief Information Officer Council

Treasury Enterprise Architecture Framework

Version 1 July 2000

Department of the Treasury Chief Information Officer Council www.treas.gov/cio

3 Enterprise Architecture Framework .................................................................. 14

4 Enterprise Architecture Activities ..................................................................... 26

7 Guidance for Developing an Enterprise Architecture Approach ...................... 38

8 Guidance for Producing the Enterprise Architecture Repository ..................... 42

Appendix A: Work Products .................................................................................. 44

Appendix B: Relationship to Other Frameworks and Guidance ......................... 117

1.3 Benefits of an Enterprise Architecture

1.4 Document Overview

The work products that provide information for each component

Section 4: Enterprise Architecture Activities

2.2 Direction for the TEAF

2.3 Goals of the TEAF

2.4 Treasury EA Responsibilities and Principles

2.4.2 Bureau Responsibilities

2.4.3 Treasury Enterprise Architecture Principles

3 Enterprise Architecture Framework

3.2 Framework Overview

Figure 1: Overview of the Framework for EA Direction, Description, and Accomplishment

3.3 TEAF Matrix of Views and Perspectives

Functional View Planner

Figure 2: TEAF Matrix of Views and Perspectives

3.3.1 General Concept of a View

Functional View Planner

Figure 3: TEAF Core Views

Functional View Planner

Figure 4: TEAF Core Perspectives

Zachman Framework, www.zifa.com 17

3.3.4 Extensibility to Other Views and Perspectives

3.4 Work Products

3.4.2 Essential vs. Supporting Work Products

Planner Planner Perspective

Legislation & Directives Organization Chart

Mission & Vision Statements

Enterprise Transition Strategy

Information Assurance Risk Assessment

Owner Owner Perspective

Designer Designer Perspective

Builder Builder Perspective

System Interface Description Level 1

Enterprise Architecture Roadmap

System Interface Description Levels 2 & 3

System Interface Description Level 4 System Performance Parameters Matrix

Essential Work Products

Supporting Work Products

3.4.3 EA DirectionResources and Work Products

3.4.4 EA DescriptionWork Products

Mission & Vision Statements

Information Assurance Trust Model

Information Exchange Matrix (Conceptual)

Node Connectivity Description (Conceptual)

Information Assurance Risk Assessment System Interface Description Level 1

Business Process/ System Function Matrix

Event Trace Diagrams State Charts

Node Connectivity Description (Logical)