1. Using the General Endeavor Management (GEM)
Approach
Leveraging, Expanding, and Unifying OMB FEA and
DoDAF Compliant Enterprise Architectures
Orientation and Discussion Slides
Roy Roebuck
703-598-2351
roy@one-world-is.org

2. GEM Start Point: An Enterprise is Treated As A
Single Object In a Dynamic Environment
Enterprise = a purposeful endeavor
ENVIRONMENT
Opportunity
and
Competition
/ Threat /
Risk
ENTERPRISE
(Organization)
(Organism)
(Organ)
(Object) Enterprise 3
Enterprise 2
Strength and
Weakness /
Enterprise 1
Vulnerability
Value-Chains
METABOLIC ACTION ON RESOURCES
(TRIGGER, INPUT, CONTROL, OUTPUT, MECHANISM)
3/26/2009 2

3. EA Supports Leadership with Enterprise Cohesion and
Coherence
Cohesion of Intention By A. Leadership
Managing a Coherent
Configuration
(Endeavor
Architecture) (EA):
1. Components (Subjects) B. Management (By
1.1. Locations Executives and Staffs)
1.2. Organizations
1 Where we are today… 3 How we’ll get there
2 Where we want to go…
1.3. Organization Units (As-Is Disorder) (Migration)
(To-Be Order)
1.4. Functions (Management) (Management)
(Leadership)
1.5. Processes
1.6. Resources
2. Relations
2.1. Requirements Transition
Gaps and
Shortfalls and
Plans
2.2. Questions and Answers Overlaps
deficiencies
Measured and Adjusted Progression Towards Defined Future State
3/26/2009 3

4. A Subject’s Context and Content
Context
Parent
Subject
Context
Past Parentage
Context Change Inheritance
Container Component
Base
or Predecessor or Successor
Subject
Subject X Subject Y
Present Change
Content
Descendant Future
Inheritance
Change
Content
Child
Subject
Content

5. Direct and Indirect Subject Connections
Basic Modeling Technique
Context Content
Subject A is directly related to Subject B
(Noun) (verb) (noun)
Context
Context
is directly related to
(verb)
is indirectly related to
(has inferred or transitive relationship)
(verb)
Content
Content
Subject C
(noun)

6. The Enterprise Object
Value Chain Relationship Elements
1.
5.
Customer
Supplier 2. (Output,
(Input )
Your Outcome)
Enterprise
(Internal, Insource ,
6.
and Outsource
Public 6.
Activity)
(Input, Control)
Public
( Output,
Perform, 2.1 Control)
Measure,
Products
and
3.
Improve
Authority 2.4
(Control)
Culture
4. 2.3 2.2 4.
Partner Structure Process Partner
(Input,
(Output,
Mechanism)
Mechanism)
Predecessor Value- Internal Value-Chain Successor Value-
Chain Links Links Chain Links

7. What Is General Endeavor Management (GEM)?
A closed loop methodology (i.e., a detailed, self-refining procedure) for building, managing, improving an endeavor’s
operations and its decision life cycles. GEM can be implemented as an Intelligence and Operations Management Life Cycle
Information System for any purpose at all levels of endeavor activity, for all types of endeavors.
Operational
Strategic And Analytical
Operations From Intelligence
Managed Refinement
Intelligence
Operations Management
Situational Resource
Intelligence
Intelligence Management Distribution, Access
(Semantic)
Provisioning, Semantic
Inventory
Simulation, and Virtual
Applications
Intelligence
Unification
A design for a “common backplane” intelligence and strategic operations management information system, that can support
management at any scale from individual to universal
A way of perceiving the adaptive endeavor as a single thing within its larger dynamic environment
An executable model of a general endeavor, adaptable to any specific endeavor
A proposed “best practice” for managing, and a core practice for management consulting
3/26/2009 7

8. What Are The Functions and Products of GEM?
1. Operation A 2. Intelligence
Management
Refinement
Enterprise C
G
B
Operations
5. Resource
Enterprise Distribution and 3. Intelligence
F
Intelligence Access Inventory
Provisioning
D
E
4. Intelligence
Structure
GEM Functions GEM Products
1. Conduct operations under access control A. Operational experience
2. Learn from operations using intelligence B. Operational/analytical results and data
management functions C. Vulnerability/Risk Assessment
3. Inventory intelligence (metadata and data) D. Extracted intelligence, managed metadata and data,
4. Organize intelligence (Knowledge Management) intelligence integration/fusion
5. Implement resource distribution, access control, E. Management intelligence, EA, and requirements for asset
security architecture, simulations, and virtual access and distribution
applications F. Vulnerability/Risk Identification
G. Intelligence distribution for concurrent operations (i.e.,
cooperation), analysis, and decisions
3/26/2009 8

9. GEM Overview – Operations Management Life Cycle Views
Implement
2. Operations
2. Processes 2. Methodology
(GEM) Measure
1. Metadata, Data, 1. Intelligence
1. Metamodel
Semantics (EMA)
Strategy
Value-Chain
Operations Success
Organization, Function, Program, or Project Operations Mission/ SWOT
Mission Architecture
Architectural
Vision
Knowledge
Risk
Goals
Performance Measures (Success Indicators)
Strategies
Gaps and Overlaps
Baseline Operations Analysis
(G&O)
Products/Services
Activities/Systems
Costs/Benefits
Strength, Weakness,
Initiatives (Unfulfilled Requirements)
Opportunity, and
Investment Cost
Threat (SWOT)
Assessment Performance Impact
Operations Cost Impacts
Implemented Plans Review
Actual Performance Assessment
Value Chain Assessment Value Chain Assessment
(Products, Customers,
SWOT Assessment
Suppliers, Partners,
Gaps and Overlaps
Authorities, Public,
Improvement Efforts
Internal Analysis)
Architecture Refinement
3/26/2009 9

10. Enterprise Basic Questions And Assertion Structure
ORGANIZATION CONTEXT
LOCATION CONTEXT
Who is responsible for ___?
Where is ___?
Who has the authority to ___?
REQUIREMENT LIFE Who has the resources for ___?
CYCLE CONTEXT
When is ___?
ORGANIZATION UNIT
How many ___?
CONTEXT
How often are ___?
Who does ___?
How much is ___?
Who supplies ___?
BASIC QUESTIONS Who produces ___?
IN CONTEXT Who receives ___?
(User Query of GEM
RESOURCE CONTEXT Fact Table)
What goes into ___?
What results from ___?
FUNCTION CONTEXT
What constrains ___?
What is done for ___?
What enables ___?
Why is ___ done?
PROCESS CONTEXT
How do we ___?
SUBJECT Location Organization Organization Function Process Resource Requirem
Data Data Unit Data Data Data ent Life
(Performer) Cycle
Data Data
3/26/2009 10

11. Enterprise Management (EM) Facets
LOCATION
FACET
ORGANIZATION
RESOURCE
FACET
FACET
REQUIREMENTS
(Facet
Relations)
PROCESS ORGANIZATION
FACET UNIT
(PERFORMER)
FACET
FUNCTION
FACET
3/26/2009 11

12. Interoperable Enterprise Management (EM) Through Merged
Terminology (Taxonomic Facets) and Architecture
Domain B Terminology
Domain A Terminology
Unified Management
Terminology and Architecture
Domain C Terminology Domain D Terminology
3/26/2009 12

13. Value Lattice (GEM Ontology and Ecology)
Managed
Many
Relations and
Locations
Attributes
to Many
Organizations
Many
to Organization
Units
to Many
Functions
to Many
Increase value by Processes
knowing and optimizing
to
the number of relationships Many
Resources
for a given situation.
to Many
Requirements

14. GEM-EMA Value Lattice (Subjects and Linkages)
1.0
ENDEAVOR
GEM-EMA
CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS
.01 .02 .03 .04 .05 .06 .07
ORGANIZATION UNIT
LOCATION ORGANIZATION FUNCTION PROCESS RESOURCE MISSION
(OFFICE/POSITION)
CATALOG CATALOG CATALOG CATALOG CATALOG CATALOG
CATALOG
Location Contains Organization OU Accomplishes Function Process Produces/Consumes Resource
Organization Occupies Location Function Justifies OU Resource Inputs-To/Results-From Process
Organization Establishes OU Function Applies Process Resource Satisfies Requirement
Process Achieves Function
OU Perform Mission Requirements are Satisfied by Resource
3/26/2009 14

15. Management – Migrating Mission Capability Life Cycle from As-Is to To-
Be Performance Levels Through Strategy Implementation
3
1 2
How we’ll get there
Where we are today… Where we want to go…
(Transformation)
(As-Is) (To-Be)
Problems in accomplishing the Requirements for an ideal Strategies, to achieve the mission’s success
mission, caused by mission capability and perfect indicators provide alternative paths to move
new/changed missions and mission performance are stated in the organization from its current operational
operational and investment the management vision, with performance levels to new levels of
shortfalls and deficiencies, attainable goals and success performance (through improvements) and/or
drive requirements. indicators of goal attainment, new capabilities (through investments), drive
drive strategies. change.
Funding of change strategies need to be
balanced within and between:
1) current operations,
2) operational improvements, and
3) new investments.
Portfolio Management provides a
collection of fully researched,
documented, and categorized investments
and improvements as possible change
strategies for achieving the success
indicators.
GEM Decision Management, using Enterprise Architecture, provides a procedure to move from problems to
solutions through the balanced implementation of operational and investment strategies.

16. Enterprise Functions
(Both Reusable and Unique Processes and Content Across Peers and Subordinates)
Executive / Direction / Command Functions
Executive Organization, Function, Program, and Project
Functions Mission 80%+ Reusable
Vision
(Direction / (GEM Focus)
Goals
Command) Objectives (Performance Measures, Service Levels)
Strategies (Policy, Process, Plan)
(Value-Chain
Security
Efforts) Production Functions
20% Reusable
Baseline Operations (As-Is, ABC)
(80% Mission
Products (Goods/Services)
Production
Activities/Systems
Unique)
Functions Costs/Benefits
(Improve With
(Efforts for Initiatives (Proposed Operations, FEA)
Investment Costs GEM)
External Performance Impacts
Customers) Operations Cost Impacts
Resource Functions Resource Resource
Data Models
Human (Person/Skill) Control Information
Intelligence Systems Systems
Resourcing 80%+ Reusable
Result/Decision/Knowledge/Information
Functions Semantics/Data/Signals/Event/Situation
(GEM Focus)
Finance
(Efforts for Materiel Knowledge
Internal Facilities Models
Services (Outsourced Process)
Customers)
Time
Space
Energy
Executive Executive / Measurement / Control Functions
Data Warehouse 80%+ Reusable
Functions Process Control Points
Data Analysis
Transaction with Metric Collection/Processing
(GEM Focus)
(Measurement / Decision Support
Data Elements
Control) Executive Information
Table Fields
Enterprise Architecture
Field Entry Criteria/Security
(Value Stream
Field Values (Measured Facts)
Efforts)

17. Managing an Enterprise
4
5
3/26/2009 17

18. GEM and Enterprise Management Maturity (EMM) Levels
EMM Level 5: Real-Time Enterprise Management Growing the Capability Tree
EMM EMM 2 EMM 3
EMM Level 4: Enterprise Operational Management 1
EMM Level 3: Enterprise Architecture
EMM Level 2: EMM Level 2:
Functional Program
EMM 4 EMM 5
Architecture X Architecture Y
EMM Level 1 EMM Level 1
System Software
Architecture A Architecture C
EMM Level 1 EMM Level 1
Database Project
GEM can begin in any part
Architecture B Architecture D of the enterprise and grow outward, but
starting with the whole enterprise is
recommended for speedy, economic,
effective, and efficient results.
GEM provides escalating levels for building and integrating
a mature enterprise management capability.
3/26/2009 18

19. The EMA Foundation Is Engineering
Management
Activities Roles
Process
Owners, Boards, Executives,
10. Enterprise Management
and Managers
9. Enterprise Engineering (Enterprise
Business Architect
Management Architecture – EMA)
(e.g., Enterprise Architects,
7. Enterprise Architecture (of Solutions)
Management Analysts,
8. Configuration
Semantic Analysts)
Change 6. Strategic Management
Management
5. IT Portfolio
•Technology
Insertion 4. Infrastructure Engineering Network Architects /
•Product/Service Engineers, Solution
Test and Evaluation Architects
•Governance of
System Architects /
3. System Engineering
Implementation
Engineers, Solution
•Governance of
Architects
Change
Software Architects /
2. Software Engineering
Engineers, Solution
Architects
Data Architects / Engineers,
1. Data Engineering /
Management Solution Architects

20. GEM Example Uses (Market Opportunities)
• GEM can be used to simultaneously support and integrate the following government management programs,
among others, as well as the corresponding programs outside of government, in concurrent support of
Owners/Citizens Boards/Legislatures, Executives, Managers, Supervisors, Staff, and Operators
– OMB FEA, DoDAF, and TOGAF EA Management
– Extending EA and Business Architecture as a Foundation for Providing a Holistic Management Solution
– Human Capital, Organization and Staffing, and Force Structure Management
– Integrating Enterprise and Functional Governance support
– Resource Management Life Cycle Support including OMB A-11
– Outsourcing Support including OMB A-76
– Internal Management Controls including OMB A-123 and Sarbanes-Oxley
– Financial Management including OMB A-127
– Management of Information Resources including OMB Circular A-130
– Value-Engineering including OMB A-131
– Financial Reporting including OMB A-136
– Earned Value Management
– Management Architecture, Organization Design, Enterprise Engineering
– System and Software Life Cycle Management
– Performance/Quality/Cost Improvement (e.g., Lean, Six Sigma, Kaizen, Theory of Constraints, Value-Stream and Value-Chain
Improvements)
– BPR and BPM
– Cycle Time Reduction
– Decision Latency Improvement
– FISMA Support and Security Management
– Continuity/Risk Management
– Metadata, Data, and Semantics Management
– Knowledge Management
– Virtual Enterprise Database (Enterprise Shared References, Master Data Management)
– Value-Chain Integration
– Situational Awareness
– Command and Control (C2)
– Real Time Enterprise
– Whole-Enterprise Requirement, Asset, Portfolio, Investment, Program, Project, and Change Management
– See OMB Circulars at http://www.whitehouse.gov/omb/circulars/index.html
How? GEM unifies all Past, Present, and Planned/Potential Operations and their Recorded Intelligence
3/26/2009 20

21. GEM-Enabled Service Categories Support Any Executive Agenda, Including The US President’s
Management Agenda (PMA)
Concurrent Enterprise Management Services
Target Audience
(EMS) PMA Initiatives
1.Human Capital
•Owners/Citizens Support for Owners/Boards and Executives. (Extending EA and Business
•Board/Congress 2.Competitive Sourcing
Architecture as a Foundation for Providing a Holistic Management Support
•CEO/President
3.Financial Performance
Solution Integrating: Enterprise and Functional Governance, Resource
•COO
4.Enhanced eGovernment
Management Life Cycle including OMB A-11, Outsourcing including OMB A-
•CFO
(e.g., e-Gov, EA)
76, Internal Management Controls including OMB A-123 and Sarbanes-Oxley,
•CHCO
5.Budget/Performance
•CKO Financial Management including OMB A-127, Value-Engineering including
•CIO Integration (Scorecard)
OMB A-131, Financial Reporting including OMB A-136, Earned Value
•Functional
Management, Enterprise Engineering, Performance/Quality/Cost
Managers
Improvement (e.g., Lean/Kaizen, Six Sigma, Theory of Constraints, Value-
There are no competing EM
Stream Improvements), BPR, Cycle Time Reduction, Decision Latency methodologies
Improvement, FISMA Support and Security Management, Continuity/Risk
Management, Metadata Management, Knowledge Management, Virtual
There are multiple IT EA and
Enterprise Database, Value-Chain Integration, Situational Awareness, C2, Real
IT Portfolio Vendors and
Time Enterprise, and Whole-Enterprise Requirement, Asset, Portfolio, Program, Approaches which can be
Project, Change Management, etc.) integrated by GEM and
extended using GEM, but
•CFO
IT Enterprise Architecture Services (EAS) very few IT EA methodologies
•CIO and no whole-enterprise EA
(Advising-On and Implementing FEA, Zachman, DoDAF (1, 1.5, 2),
•CTO methodologies
TOGAF 8/AMP, Spewak EAP, etc. EA, and IT Portfolio Management)
There are many competing IT
IT Services (ITS)
•CIO
and Network Service Vendors
•CTO
(Providing Web, LAN/WAN/Wireless, Applications, Application and Data
•System /
Integration, Databases, Data Warehousing, IT Operations, Customer
Software
Service, Legacy, etc. ITIL/ITSM/CMMI/SOA/ESB, DoDAF)
Development
Managers
Network Infrastructure Services
3/26/2009 21

22. GEM Strategic Management Spiral Life Cycle
Model the Enterprise
Inventory and Categorize Functions
Architectural Architect Functional References and Methodologies (e.g., Enterprise Architecture)
Knowledge Manage Mission (Per Organization, Function, Program, Project, or Person)
Define and/or Validate Mission
Establish and Communicate Vision
Improvements/BPR
Establish and Validate Goals
Define Success Indicators (e.g., Performance Objectives, Measures, Service Levels,
Gaps and Overlaps Contract Deliverables)
Develop Strategies (Requirements Management and Analysis) (Projects)
(G&O)
Plan Current Operations (Recurring Functions/Programs/Projects)
Activities /Services (Performance Metrics)
Products /Systems /Software (Product/System Specifications)
Strength, Weakness,
Costs/Benefits
Opportunity, and Plan Initiatives (New/Improved Functions/Programs/Projects)
Threat (SWOT) Investment Cost (Infrastructure, Development, Procurement)
Assessment Performance Impact
Operations Cost Impacts
*Implement Strategy Plans (Projects, Accounting, Configuration Mgmt)
*Perform Project
Value Chain (Products, *Track Project Performance
*Account for Project Resources
Customers, Suppliers,
*Manage Project Configurations
Partners, Authorities,
*Measure Project Performance
Public, Internal *Review Strategy Performance
Analysis) *Adjust Performance for Mature Mission Management
Manage Full Enterprise Configuration (Reorganization, Reallocation, etc.)
3/26/2009 22

23. Steps in Building the GEM-EMA, A Process of Discovery and Capture
VII. Enterprise Standards and References
I. Enterprise Vocabulary from Data and Its Metadata
II. Enterprise Inventory (Vocabulary Categories and Instances)
III. Enterprise Management
1. Location
Mission
2. Organization
}
3. Workforce (Office, Team, Role, Billet, Occupation) Vision
4. Function Goals
5. Process
Success Indicators
6. Resource (Commitments, Service Level Agreements,
Life Forms (People,etc) Contract Deliverables, Performance
Information Measures, Objectives)
Skills
Strategies (Requirements Basis)
Funds
(Plans, Technical Approaches, Projects)
Materiel
Policies
Facilities
Service
Activities
Space
New Initiatives
Time
Current Operations
7. Requirement Life Cycle
Location Organization Organization Function Process Resource
State
Data Data Unit Data Data Data Data
Assess
Concept
Quantities Request
IV. Enterprise Knowledge Qualities Authorize
V. Life Cycle Business Interfaces
Performance
(Vocabulary Relations) Approve
Deadline Stages 1. Customer
Assessments
Acquire
2. Internal
1. Strength
Allocate
3. Supplier
Deploy 2. Weakness
VI. Requirements Operate (Deadline) 4. Authority
3. Opportunity
Maintain 5. Partner
4. Threat
6. Public
VIII. Value Chain Impact
and SWOT
3/26/2009 23

24. The GEM Dual-Spiral Operations Life Cycle Process, Extending OMB FEA Efforts
1. Enterprise Concurrent Operations Spiral
4. Concurrent Assessments and Decisions
---
---
---
---
Mission/Vision
Goals
2/3 Enterprise
Performance Objectives
Intelligence
Strength, Weakness, Performance Targets/Indicators
Opportunity, and Threat Develop Strategies Spiral
(SWOT) Recurring Operations
Assessment and ---
Risk Assessment ---
---
Initiatives (Projects)
---
---
---
Implement Strategies
Perform Projects Continuous
---
Intelligence
---
Inventory of 2.
---
Measure Project Performance Operational) and 3.
Review Strategy Performance
Analytical
Value Chain Assessment
Adjust Performance
(Products, Customers, (Data/Semantic)
---
Suppliers, Partners,
Content
Authorities, Public,
Internal Analysis)
3.2 Mission-Based Asset Distribution, Responsibility, and Access Provisioning
3.1 Context/Intelligence Structure (Enterprise Dynamic Knowledge-Base)
3.1.1 Mission Capability Requirement Source, Actors 3.1.2 Reusable Capability Designs and Implementations
SUBJECT Location Organization Organization Unit Function Facet Process Facet Resource Facet Requirement
Facet Facet Catalog (Performer) Facet Catalog Catalog Catalog Facet Catalog
Catalog Catalog (incl. BRM) (incl. SRM) (Incl. DRM, TRM) (Incl. PRM)
Location Contains Organization Performer Accomplishes Function Process Produces/Consumes Resource
Organization Occupies Location Function Justifies Performer Resource Inputs-To/Results-From Process
Resource Satisfies Requirement
Organization Organizes Performers Function Applies Process
Performers Perform Mission Process Achieves Function Requirements are Satisfied by Resource
OMB FEA
1. BRM 3. SRM 4. DRM 5. TRM 6.5.1 D&A Physical IT
(Assigned Functional Missions + (Best Practice, Re-usable (Data Description, Context, (Technology Catalog and 6.5.1.1 D&A Systems
Assumed Supporting Functions) Processes) and Sharing. Metadata Qualifying Products) 6.5.1.2 D&A Infrastructure
Management)
2 and 7. PRM
(Strategic Mgmt, Ops & Invest. Strategies, Priorities, Portfolios)

25. Dual-Spiral Operations Life Cycle Process, With Reference Taxonomies and Line of Sight Relations
1. Enterprise Concurrent Operations Spiral
Intelligent Operations - Management
4. Concurrent Assessments and Decisions
Life Cycle (IOLCM) ---
---
---
IOLCM Step ---
IOLCM D
Mission/Vision
A: Build and refine enterprise knowledge 2/3 Enterprise
Goals
base (EKB) using extended EA approach Performance Objectives
IOLCM C Strength, Weakness,
Intelligence
Performance Targets/Indicators
Opportunity, and Threat
Spiral
IOLCM E Plan and Develop Strategies
B: Apply consistent EM/EA continuous (SWOT)
Recurring Operations
Assessment and
improvement process ---
Risk Assessment
---
C: Assess the enterprise (Value‐Chain, SWOT, ---
Initiatives (Projects)
Risk/Vulnerability) ---
Improve ---
D: Set the enterprise‐direction (Mission, ---
(IOLCM B) Continuous
Implement Strategies
Vision, Goals, Objectives, Success Indicators)
Perform Projects Intelligence
Operate
---
E: Establish enterprise strategies Inventory of 2.
---
IOLCM C (IOLCM F) Operational) and 3.
---
F: Implement enterprise strategies Value Chain Assessment Analytical
Measure Project Performance
(Products, Customers, Review Strategy Performance (Data/Semantic)
Suppliers, Partners,
G: Update the enterprise knowledge base Adjust Performance
Content (IOLCM G)
Authorities, Public, ---
Internal Analysis)
3.2 Mission-Based Asset Distribution, Responsibility, and Access Provisioning
3.1 Context/Intelligence Structure (Enterprise Dynamic Knowledge-Base) (IOLCM A)
3.1.1 Mission Capability Requirement Sources 3.1.2 Reusable Capability Designs and Implementations
SUBJECT Locations Organizations Organization Functions Processes Resources Requirement
•Physical •Government Units •Production (Mission) •Natural •People LCM (PRM)
• Postal •Commercial •Offices •Executive •Manual •Intelligence (DRM & •Initial
• Geospatial •Non-Profit • Staff •Support •Mechanical SRM Services) •Requested
• Floor Plan •Volunteer • Program •BRM Functions •Electrical •Funds (PRM) •Authorized
•Virtual • Project •Industry Codes •Electronic •Skills •Allocated
• IT Network •Teams (NAICS) •Automated •Materiel (TRM) •Acquired
• Phone •Positions •DoD Missions (UJTL, • Tightly Coupled •Facilities •Deployed
• Radio •Roles JCA, METL) • Loosely Coupled •Outsourced Services •Operating
•Conceptual •Performers •National Essential (SRM Component) •Other •Assessed
•Actors Functions (NEF) •Workflow/Agents •Disposed
Location Contains Organization Performer Accomplishes Function Process Produces/Consumes Resource
Organization Occupies Location Function Justifies Performer Resource Inputs-To/Results-From Process
Resource Satisfies Requirement
Organization Organizes Performers Function Applies Process
Performers Perform Mission Process Achieves Function Requirements are Satisfied by Resource

26. GEM Supports Enterprise Leadership and Management Functions
- Progression from Current Disorder to New Order, With Cohesion
Leadership
Decision Management
Leadership Provides
Cohesion (i.e., Control)
By Managing
3 2
1
The Configuration Of
How We’ll Get There Now Our Intended Status Tomorrow…
Our Status Yesterday…
Enterprise Architecture”
(Transformation, Control) (To-Be Order, Command)
(As-Is Disorder)
1. Enterprise Components
1.1. Location Risk and Vulnerability Assessment,
1.2. Organization Performance Measurement,
Mission
1.3. Organization Unit Operating Environment And Adjustments
1.4. Function
1.5. Process 4. Evolving Operation Strategy
1.6. Resource To Close Gaps and Reduce Overlaps Vision
Value-Lattice
2. Component Relations (Adaptation Decisions)
(Integrated Value Chains)
2.1. Categorization
2.2. Containment
Strength,
2.3. Sequence
Weakness, Opportunity,
2.4. Version Goal
and Threat Awareness
2.5. Equivalence
Objective
2.6. Variation
Criteria
2.7. Reference
3. Capability Requirements
3.1. Conceptual
3.2. Specified
3.3. Authorized
3.4. Funded 5. Tightening “Acceptable Performance”
3.5. Implemented Operation Indicators from Lessons Learned
3.6. Operational (Intelligence Refinement)
3.7. Disposed
Leadership Provides Measured and Adjusted Progression, Transforming Enterprise Into An Intended Future State (i.e., Command)
Leadership and Management of the “Operational Part of Architecture” Both Depend On Organization of Data
(i.e., “the Intelligence Part of Architecture”) About The Enterprise and Its Environment

27. Implementing GEM: Aligning Missions, Functions, and Resources (e.g., IT)
Typical Basic EA
Initial Efforts
EA Extension Efforts
Using Extended EA for Integrated
Process Improvement, Business Process
Modeling and Management, and Activity-
Based Costing (Budgeting)
Using Basic EA for
Solution Architecture
And Design Compliance
Using Extended EA for
Program / Project / System / Software
Validation and Verification (V&V) and
Security Certification and Accreditation
(C&A)

28. GEM-EMA Subjects and Linkages, Compared to the OMB FEA and
Agency IT Management
1.0
ENDEAVOR
GEM-EMA
CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS
.01 .02 .03 .04 .05 .06 .07
ORGANIZATION UNIT
LOCATION ORGANIZATION FUNCTION PROCESS RESOURCE REQUIREMENT
(OFFICE/POSITION)
CATALOG CATALOG CATALOG CATALOG CATALOG CATALOG
CATALOG
ORGANIZATION AND FUNCTION, STAFF STRUCTURE REQUIRED FUNCTIONAL RESOURCES (As Capabilities)
OMB FEA
Has Partial Endeavor Coverage
3. DRM
(Data Description,
4. SRM 5. TRM 6.5.1 Agency Physical IT
1. BRM
Context, and
(Best Practice, (Technology 6.5.1.1 Agency Systems
(Assigned Functional
Sharing. Metadata
Re-usable Info Catalog and 6.5.1.2 Agency
Missions + Assumed
Management,
Products and Qualifying Infrastructures
Supporting Functions)
Shared Controlled
Processes) Products)
Vocabulary)
Categories (Data, Metadata, Taxonomies)
2 and 7. PRM
(Strategic Mgmt, Ops & Priorities,
Basic Relations or Rules (Axioms)
Portfolios, Invest. Strategies,
World View (Process + Data + Rules, Ontology)
Programs, Projects)
Containment-Relations (Part-Of)
3/26/2009 28

29. GEM-EMA Subjects and Linkages, Extending the OMB FEA to Govern All
Resources
1.0
ENDEAVOR
GEM-EMA
CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS CONTAINS
.01 .02 .03 .04 .05 .06 .07
ORGANIZATION UNIT
LOCATION ORGANIZATION FUNCTION PROCESS RESOURCE REQUIREMENT
(OFFICE/POSITION)
CATALOG CATALOG CATALOG CATALOG CATALOG CATALOG
CATALOG
(RM) (RM) (RM) (RM) (RM) (RM)
(RM)
FEA + Extension for Functional Context and All Budgeted Resources
6. Resources over their
life cycle .
6.1 People
5. TRM
1. Business 3. SRM 6.2 Intelligence
(Technology
4. DRM
(Best Practice,
Architecture (BRM + 6.3 Funds
Catalog and
(Metadata,
Re-usable Info
Extension) 6.4 Skills
Qualifying
Controlled
Products and
(Assigned Functional 6.5 Materiel
Products)
Vocabulary)
Processes)
Missions + Assumed 6.5.1 Physical IT
Supporting Functions) 6.5.1.1 Systems
2 and 7. PRM 6.5.1.1.1 Software Systems
(Strategic Mgmt, Ops & Priorities, 6.5.1.2 Infrastructure
Categories (Data, Metadata, Taxonomies) Portfolios, Invest. Strategies, 6.5.2 Goods
Programs, Projects) 6.6 Facilities
Basic Relations or Rules (Axioms)
6.7 Services
World View (Process + Data + Rules, Ontology)
6.8 etc.
Containment-Relations (Part-Of)
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30. Enterprise Architecture – Main US Federal (OMB FEA and Defense)
Elements
DoDAF
Business Architecture (BA)
AV
(Including FEA Performance Reference Model – PRM, and Business
Reference Model - BRM)
Security
BA-PRM Architecture,
Management
TOC, Portfolio
Elements
Consulting and
Mgmt, Business DoDAF
Resource
Case OV
Management
Services
BA-BRM
Elements
Function
Application Architecture (AA) Capability
Service
(Including FEA Service Component Reference Model - SRM)
Components
Data Architecture (DA)
IT
Services (Including FEA Data Reference Model - DRM)
DoDAF
Technology Technology Architecture (TA)
TV
Service
(Including FEA Technical Reference Model - TRM)
Components
Technology Infrastructure, Systems, and Devices Testing, Development, and Deployment
DoDAF
SV
Technology Demonstrations, Prototypes, Pilots, Operation, and Maintenance
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31. GEM Whole Enterprise EA – Initial Management Context and Content Survey
Feed all collected responses to these questions into the EA repository, noting that items 30 and 31 related to actual infrastructure and system development, deployment,
operation, and maintenance, not enterprise architecture. However, these items form the basis for measuring compliance with the architecture and the success/fit of the
architecture to the enterprise/function mission.
0. Identify your enterprise, most typically your organization. For your enterprise, identify the following to the degree you consider economical and relevant. Store and maintain
all of this information in a single data store to reduce enterprise operational and analytical fragmentation.
1. What locations are relevant to you? Where do you operate?
2. What is your organization's name? What are the organization names of your value-chain stakeholders (i.e., customers, suppliers, authorities, your own performers,
your subordinate organizations, public groups, and partners), and what are their locations which are relevant to you?
3. What are your organization's internal units, as typically portrayed as blocks on an organization chart, or more formally identified by a budget, plan, or program within
your organization's aggregate financial management plan? What are the relevant organization units of the value-chain organizations within your organization unit?
4. What are the functions (i.e., assigned work) performed by your organization units? What are the relevant functions performed by their relevant organization unit value-
chains?
5. What is the mission of each organizational unit's function?
6. What policy (minimally the values and perspective per the Carver Policy Governance method) governs the function?
7. Which person, identified by name, unique identifier, and assigned position, is responsible for achieving the function's mission?
8. What is the boundary of the functional mission's authority in terms of function, functional interfaces, organization units, organizations, and locations?
9. What is the responsible person's vision of perfect mission performance?
10. What measurable goals has the responsible person defined to achieve the vision of perfect mission performance?
BA 11. What performance targets (e.g., objectives), specified in terms of schedule, cost, and quality, has the responsible person defined to attain these goals?
12. What quantitative performance success indicators give proof of reaching the objective on time, within budget, to the required quality specified?
13. What strategies, including executing portfolios of investments to organized and prioritized to achieve the success indicators, will enable the responsible person to
quantitatively prove, through meeting the specified performance indicators, that they have attained their objectives, and thus goals, and thus mission?
14. What plans, either for recurring (e.g., steady-state) operations or new initiative projects, will be used to implement each strategy?
15. What process will be followed in performing the planned recurring operation or initiative project?
16. What specific procedure will be followed at each defined step of the process, by which Organization Unit, within which Organization, at which Location?
17. What template will be used to collect or present information used in the procedure, and is this template automated (e.g., online form, web service) or manual (paper)?
18. What constraints, rules, or principles must be complied with in using the template?
----(Overlapping/interfacing with Data Architecture in items 19-21)----
19. What metadata does the template and constraint contain, and what specific semantically-controlled term does the metadata represent?
20. What is the unique ID for each metadata item in each template and each constraint?
21. What is the procedural transaction data for each metadata item in the template or constraint?
---(Overlapping/interfacing with Solution and Technology Architectures in items 22 - 24)----
DA
22. What equipment, infrastructure, systems, software systems, supplies, and/or service is required to complete the procedure, in what quantity, with what qualities, on
what schedule?
23. What category describes each equipment, infrastructure, systems, software systems, supply, and service resource, and is this category approved by the enterprise's
AA architecture (i.e., component and interface) control authority to avoid wild variance in enterprise resources?
24. What are the item/product/vendor specifics of the equipment, supply or service required for the procedure, and is this technology ubiquitous, in early adoption, or in the
TA research stage?
25. What are the collected requirements, defined in terms of procedural performance resources, in specific quantities, with specific qualities, at specific times, at specific
cost, for fully implementing the plans?
26. What is the budget in the current and future years for filling the requirements of the plans, for the strategies, in accomplishing the function's objectives, goals, and
mission?
27. What budget line items, in the aggregate, fully describe the requirement?
28. What elements of expense (i.e., pre-established categories of resources) categorize each budget line?
29. As sub-functions, what programs, as collections of inter-related projects, and which program and project managers, are given responsibility for satisfying the
requirements?
BA 30. What capability technology insertion, development, and deployment projects are governed by the Program and Project Managers, and what are their detailed
performance schedule, budget, and quality constraints? (Recommened: use ANSI 632 System Engineering Process, and ISO 12207 Software Life Cycle Management
as guidelines here)
31. What initial and recurring capability prototyping, operations, and maintenance are governed by the Program or Functional Managers, and what are their detailed
performance schedule, budget, and quality constraints? (Recommended: use ANSI 632 System Engineering Process, and ISO 12207 Software Life Cycle
Management as guidelines here).
3/26/2009 31

32. GEM-EMA – Recurring Procedural Flow, Overlaid with OMB FEA Reference Model Blocks,
DoDAF Views, and Common Business Improvement Efforts
Functions, Programs, and Projects)
(A Solution Development Life Cycle (SDLC), Operating Concurrently For All Enterprise Organizations,
DoDAF
Business Architecture (Including
AV
FEA Performance Reference Model – 13. Strategies 29. Functional
12. Performance 25. Requirements
14. Plans
PRM, and Business Reference Model Definitions Programs
Indicators 32. Review Performance
- BRM) & Portfolios & Projects
11. Objectives
BA-PRM
Elements 10. Goals Security
Architecture,
9. Vision
Enterprise 7. Performance Targets
TOC, Portfolio
Management
5. Mission DoDAF
Services Mgmt, Business
OV
7. Responsibility 8. Authority 26. Budgets 27. Budget Lines 28. Expense Elements Case
BA-BRM Function
6. Policy
Elements 4. Function
Capability
3. Organization Unit 1. Location
2. Organization
Service
Components
Application 15. Process
15.1 Vocabulary
Architecture
16. Procedure
(Including FEA Service 18. Constraints,
Component Reference Rules, and
17. Templates
Model - SRM) Principles
Data Architecture 19.1 Key Words 19.2 Taxonomy
19. Metadata
(Including FEA Data
Reference Model - DRM) 19.4 Semantic Models
21. Data
And Data Models
19.3 Concept Maps 20. Data Dictionary
IT
19.5 Ontologies
Services
Technology
22. Equipment, Supplies, and Service (IT and Others)
Architecture
DoDAF
(Including
23. Technology Catalog
Technical TV
Reference
24. Technology-Specification and Insertion
Model - TRM)
30. Technology Infrastructure, Systems, and Devices Testing, Development, and Deployment (TA)
DoDAF
21
25 Functional
Knowledge SV
Requirements
Bases
31. Functional Operations and Technology Inventory, Prototyping, Operation, and Maintenance (TA)
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