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1,[object Object],The process of change,[object Object],Supporting Policy Crafted,[object Object],In order to lay the foundation, policy is crafted to support the program. Policy writers, however, do not always have a clear view of operational issues.,[object Object],New Program Announced,[object Object],A new program is announced, with requirements for joint service delivery with partners and internal collaboration across departments.,[object Object],One-way Policy,[object Object],Policy is sent for implementation with little recourse for change, meaning gaps in requirements can be difficult to address with revisions to policy.,[object Object],Bridging Partner Relationships,[object Object],Having a clear view of partners and the requirements of joint service delivery is critical. Trying to bridge these gaps during or after implementation can be difficult and time consuming.,[object Object],Implementation Planning,[object Object],Implementation planning requires an even greater degree of detail in understanding the connections and requirements of the organization’s many units.,[object Object],Inclusive Requirements,[object Object],A good deal of requirements are identified in implementation; units whose involvement wasn’t predicted, or whose requirements weren’t properly captured slow the rollout. ,[object Object],IT Requirements Catch-up,[object Object],Without a clear view of the supporting systems, it’s difficult to identify support requirements and ensure that systems are in place.,[object Object]
2,[object Object],Typical organizational challenges,[object Object],Impact analysis by new initiatives limited to participant knowledge,[object Object],PLANNING & EXECUTION,[object Object],Inconsistencies in program and project context,[object Object],Duplicated effort when creating program and project context,[object Object],GETTING THE BIG PICTURE,[object Object],Difficult to understand aggregated impacts of programs and policies,[object Object],Limited documentation on the “business” of MOE,[object Object],Difficulty in producing integrated, enterprise level reports,[object Object],Increasing cost of maintaining overlapping or duplicated systems,[object Object],Missed opportunites to leverage existing infrastructure,[object Object],Information duplication and inconsistencies in multiple systems,[object Object],LEVERAGING TECHNOLOGY,[object Object]
3,[object Object],What is an enterprise business architecture?,[object Object],“Business architecture (BA) is a business driven disciplined process that decomposes the enterprise’s business goals and strategies, the assets and processes required to execute them, as well asidentify their impact  on business goals.”,[object Object],(EA Glossary V1.0),[object Object]
4,[object Object],How EBA can help,[object Object],[object Object]
Enables generation of program/project metrics at a strategic, enterprise level
Alignment with modernization efforts at the OPS level

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