by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : July 15, 2014
In this series of columns, I am pre- senting the ve key elements of major IT program success. One key is hav- ing a solid business architecture supported by a solid technical architecture. This column is not meant to dive into the intricacies of enterprise archi- tecture (others can debate the relative merits of the Zachman Framework and The Open Group Architecture Framework) or expand on the Fed- eral Enterprise Architecture model with its six sub-architecture domains. I plan to address general use of enterprise architecture in future col- umns, but I want to begin by stressing the importance of having practical, usable architecture processes and artifacts that can support a program s development. The business architecture describes the overall process of what the pro- posed system must do to support the desired mission or business out- comes. I am shocked by how often a comprehensive, high-level business architecture is not in place early in a program s life because that absence typically leads to major requirements changes during system development, testing and deployment. Rarely is a program an island unto itself, so it is also vital that a program-level business architecture be properly integrated into the larger enterprise architecture business view. Furthermore, understanding the busi- ness process and information ows between systems is critical for opti- mizing outcomes in a complex system- of-systems architecture. Further, any architecture should include defined performance mea- sures and outcomes that, together with the business architecture, sup- port the overall strategic objectives of the organization. Those performance measures should provide the input required for the metrics ultimately used to gauge program success. One valuable aspect of a business architecture is the ability to assess priorities for implementing mission or business functionality. There should be an effort to simplify the busi- ness processes, to the degree pos- sible, and determine the minimum required capabilities for an initial system launch. That approach can greatly reduce program risk. The program team should develop realistic incremen- tal business functionality release plans for the development life of the program. All of this detailed planning should be reviewed and approved as a base- line by your program governance board (see my May 15 column on the importance of program governance). As the program executes, the plans should be updated to re ect changes in the business architecture and incor- porate feedback on past releases to address complexity and development team velocity. Having a solid technical archi- tecture in place, meanwhile, is also critical --- especially for a complex system with a number of subsystems. I believe in proof-of-concepts and pro- totyping to assess various options in a technical architecture --- for instance, to support subcomponent designs and even product selection. The ability to conduct such pilot tests, however, should be built into the overall mas- BY RICHARD A. SPIRES Integrating a comprehensive business architecture into an IT program's technical architecture can reduce risk and save time and money Program management: The importance of architecture CIOPerspective Richard A. Spires has been in the IT eld for more than 30 years, with eight years in federal govern- ment service. Most recently, he served as CIO at the Department of Homeland Security. He is now CEO of Resilient Network Systems. 30 July 15, 2014 FCW.COM
June 15, 2014
July 30, 2014