美国联邦企业架构框架v2：2013年1月版概览

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"联邦企业架构框架(Federal Enterprise Architecture Framework, FEA)是美国政府为了实现更高效、协调和战略性的IT管理和决策而制定的一种架构框架。该框架的最新版本为v2，发布于2013年1月29日。FEA的主要目标是通过服务交付、权威参考资源优化、功能集成、未来视角、当前状态视图、过渡计划、管理方法、标准制定、报告、主机基础设施、使能应用、数据和信息、业务服务等方面来提升政府机构的业务效率和信息技术的效果。" 联邦企业架构框架(FEA)是一个复杂的体系结构，它涵盖了以下几个关键领域： 1. **服务交付**：这是确保政府机构能够有效地提供服务给公众和内部用户的关键部分。它涉及到服务的设计、实施和持续改进，以满足利益相关者的需求。 2. **权威参考资源优化**：此部分关注的是如何通过对现有资源的有效利用，如人力资本、项目管理、资本规划和安全控制，来提高效率和效果。 3. **功能集成**：FEA强调不同系统和流程之间的整合，以消除冗余，提高协同工作能力，实现无缝的信息流。 4. **未来和当前视图**：这两个视图分别关注长期战略规划和当前运营状态，以便于识别需要改进的地方和制定实现目标的路径。 5. **过渡计划**：这涉及从当前状态到理想状态的转变策略，包括项目的规划、执行和监控。 6. **管理方法**：定义了指导整个架构的治理原则，包括决策过程、责任分配和绩效衡量。 7. **标准和报告**：建立统一的技术和业务标准，以及提供透明度的报告机制，以确保合规性和一致性。 8. **主机基础设施、使能应用、数据和信息**：这些是架构的基础，涵盖硬件、软件、数据管理以及信息的生命周期管理。 9. **业务服务和战略计划/目标**：业务服务关注的是如何通过IT支持政府的核心职能，战略计划和目标则为这些服务提供了方向。 10. **风险管理**：包括了业务风险、技术风险、数据风险等多方面的管理，确保架构的稳定和安全。 11. **段落（Segments）和企业路线图**：将架构划分为可管理的部分，并制定实现整个架构目标的步骤。通过这些组件，FEA帮助政府机构规划和实施战略IT投资，促进跨部门的合作，提高政府服务的质量和效率，同时降低成本。这一框架对于理解和优化政府的IT基础设施至关重要，也是美国联邦政府实现其业务目标和技术战略的重要工具。

January 29, 2013

Overview of the

Collaborative Planning Methodology 16

Once needs are identified and validated, planners support the sponsor in identifying and initiating

appropriate governance. Who makes the decisions and when those decisions will be made is important

to the timing and buy-in of recommendations for change.

3.3 Outcome

At the end of Step 1, the key outcomes are (1) identified and validated needs, (2) an overarching set of

performance metrics, and (3) a determination of who (governance) will ultimately oversee and approve

recommended changes to meet those needs.

4 Step 2: Research and Leverage

4.1 Purpose

The purpose of this step is to identify organizations and service providers that may have already met, or

are currently facing needs similar to the ones identified in Step 1, and then to analyze their experiences

and results to determine if they can be applied and leveraged or if a partnership can be formed to

address the needs together. In alignment with the “Shared First” principle, it is at this point that

planners consult both internal and external service catalogs for pre-existing services that are relevant to

the current needs. In some instances, an entire business model, policy, technology solution, or service

may be reusable to address the needs defined in Step 1 – an important benefit in these cost-

constrained, quickly evolving times. Based on this analysis, sponsors and stakeholders determine

whether or not they can leverage the experiences and results from other organizations.

4.2 The Planner’s Role

Planners facilitate the research of other organizations and service providers to assess whether they have

similar needs and whether these organizations have already met these needs or are currently planning

to meet these needs. Planners lead the assessment of the applicability of the other organizations’

experiences and results and help determine whether there are opportunities to leverage or plan

together. Once these organizations and their needs and experiences have been identified and assessed,

planners formulate a set of findings and recommendations detailing the applicability and opportunity for

leverage. These findings and recommendations are submitted to the sponsor who engages governance

with this information as appropriate.

4.3 Outcome

At the conclusion of Step 2, planners, the sponsor, and stakeholders have a clear understanding of the

experiences and results of other organizations, and the sponsor and / or governance have determined

whether or not these experiences should be leveraged to meet the needs being considered as part of

the planning effort. In some instances, another organization may be currently planning for similar needs

and a partnership can be formed to collectively plan for these needs. The decision to leverage or not

has a significant impact on the planning activities in Step 3. For instance, if the organization determines

January 29, 2013

Overview of the

Collaborative Planning Methodology 17

that it can leverage policies and systems from another organization in order to meet its own needs,

these policies and systems become a critical input to planning in Step 3.

5 Step 3: Define and Plan

5.1 Purpose

The purpose of this step is to develop the integrated plan for the adjustments necessary to meet the

needs identified in Step 1. Recommended adjustments could be within any or all of the architecture

domains: strategy, business, data, applications, infrastructure, or security.

The integrated plan defines what will be done, when it will be done, how much it will cost, how to

measure success, and the significant risks to be considered. Additionally, the integrated plan includes a

timeline highlighting what benefits will be achieved, when their completion can be expected, and how

the benefits will be measured. It is during this step that analysis of current capabilities and

environments results in recommended adjustments to meet the needs identified in Step 1. The formal

design and planning of the target capabilities and environment is also performed during this step.

In addition to the integrated plan, the architecture, capital planning, security, records management,

budget formulation, human capital, and performance compliance documents are developed based on

the analysis performed in Step 3. The end outcome is an integrated set of plans that can be considered

and approved by the sponsor and governance.

5.2 The Planner’s Role

Architects lead the development of the architecture by applying a series of analysis and planning

methods and techniques. Through this process, planners work on each of the architecture domains

(strategy, business, data, applications, infrastructure, and security) and produce artifacts to capture,

analyze, and visualize the plans for change. Most important is the architect’s efforts to synthesize the

planning into recommendations that can be considered and approved by the sponsor and governance.

During the development of the architecture, architects facilitate the interaction with other planning

disciplines (e.g., budget, CPIC, security) so that each discipline’s set of plans is incorporated into a

cohesive set of recommendations to meet the needs stated in Step 1. Throughout these efforts,

planners develop the integrated plan and roadmap to reflect the course of action that has been

determined through these planning activities.

5.3 Outcome

At the end of Step 3, the sponsor and stakeholders will possess an integrated set of plans and artifacts

defining what will be done, when it will be done, what and when benefits will be achieved, and an

estimated cost. This set of plans should be synthesized into discrete decision-making packages for the

appropriate sponsor and governance given financial, political, and organizational constraints.

January 29, 2013

Overview of the

Collaborative Planning Methodology 18

6 Step 4: Invest and Execute

6.1 Purpose

The purpose of this step is to make the investment decision and implement the changes as defined in

the integrated plan. Many groups participate in this step, however, it is important to note that these

groups will need to work as a coordinated and collaborative team to achieve the primary purpose of this

step: to successfully implement the planned changes.

6.2 The Planner’s Role

In this step architects are in a support role, assisting in investment and implementation activities by

providing information to aid in decisions, and to support interpretation and revision of plans from Step

3. Architects may be required to continue research and analysis into other organizations and their

experiences (Step 2), update plans (Step 3), or re-engage stakeholders for feedback on desired

outcomes (Step 1). Throughout the investment and implementation, architects provide continuing

support such as interpreting the plans, making changes to the plans, supporting decision-making, and

ensuring that plans are followed and architectural requirements are met. The involvement of architects

does not cease at the conclusion of planning in Step 3.

6.3 Outcome

During Step 4, a decision is made concerning the investment in the changes that were planned in Step 3.

At the end of Step 4 the recommendations for addressing the defined needs have been implemented. If

the investment is not approved, planners, sponsor, and stakeholders return to previous steps to alter

the recommendations and plans for future consideration. It is important to reiterate that during the

implementation (Step 4) there could be a variety of changes to the integrated plans (Step 3) including,

but not limited to, policy changes, organizational changes, technology changes, process changes, and

resource changes.

7 Step 5: Perform and Measure

7.1 Purpose

During Step 5 the mission is operated with the new capabilities planned in Step 3 and implemented in

Step 4. The purpose of Step 5 is to operate the mission and measure performance outcomes against

identified metrics (Step 1).

7.2 The Planner’s Role

Planners may not be the keeper of the actual performance data, but they leverage available

performance data to assess whether the implemented capabilities achieve desired and planned

performance. Feedback from this step can feed into future planning efforts as well as immediate

planning and implementation adjustments as necessary. Feedback may also impact more immediate

changes in plans that may be considered by governance, including configuration management.

January 29, 2013

Overview of the

Consolidated Reference Model 20

8 Overview of the Consolidated Reference Model

The Consolidated Reference Model of the Federal Enterprise Architecture Framework (FEAF) equips

OMB and Federal agencies with a common language and framework to describe and analyze

investments. It consists of a set of interrelated “reference models” designed to facilitate cross-agency

analysis and the identification of duplicative investments, gaps and opportunities for collaboration

within and across agencies. Collectively, the reference models comprise a framework for describing

important elements of federal agency operations in a common and consistent way. Through the use of

the FEAF and its vocabulary, IT portfolios can be better managed and leveraged across the federal

government, enhancing collaboration and ultimately transforming the Federal government.

The five reference models in version 1 the Federal Enterprise Architecture have been regrouped and

expanded into six in the current version of the Federal EA.

Business Reference Model (BRM)

• Intra- and inter-agency shared services

• Agencies, customers, partners, providers

Infrastructure Reference Model (IRM)

• Hardware providing functionality

• Hosting, data centers, cloud, virtualization

Application Reference Model (ARM)

• Business-focused data standardization

• Cross-agency information exchanges

Performance Reference Model (PRM)

• Cross-Agency and Intra-Agency Goals and Objectives

• Uniquely tailored performance indicators

Data Reference Model (DRM)

• Software providing functionality

• Enterprise service bus

 Goals

 Meas. Area

 Meas.

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