2015 Leadership in Government Transformation using EA -
Government Project, Defense

Defense Contracts Management Agency (DCMA) Enterprise Architecture (EA)
Defense Contracts Management Agency (DCMA)

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Team Members:

Dr. Theon Danet
Heryzin Baskerville
Richard Shipmon
Christina Payette
Karen Noland
Charles Collins
Sidney Antommarchi
Peter Wilson
John Kelly
Shawn Tilley
Daniel Askin

Summary of Enterprise Project Challenge:

The challenges faced by the DCMA EA team included:
 Lack of stakeholder awareness and buy-in
 Lack of traceability to agency policy
 Big Data technology implementation strategy need

Summary of EA Driven Solution:

1.6.1 Background
DCMA is a unique government agency because it provides contract management oversight for the Department of Defense (DoD) base. As a result, there was a business need to develop unique policies and procedures that supported the DoD mission. However, DCMA was publishing policies to activities and not enabling outcomes. DCMA policy structure became overly complex, stove piped and confusing to stakeholders. As a result, enterprise visibility diminished and limited
business integration did not support streamlined business processes or capability alignment. Policies and structure became barriers to change and optimized business modules. The principality and functionality of Enterprise Architecture was not being fully utilized as a “fit-for-purpose” service to drive efficiency and effectiveness within the Agency. The CIO empowered the Chief Enterprise Architect to stand up an EA Program to be the framework to drive cultural change, create a disciplined approach to integration and support clear governance as mandated by the Department of Defense. The CEA established a plan of action that encompassed the necessary entities in defining DCMA’s boundaries, governance, guidelines, and methodologies integrated into an enterprise environment life-cycle management approach. This life-cycle approach implemented an evolutionary EA strategy that incorporated best practices and the development of the DCMA EA Repository (DEAR), Business Process Catalog, Capability Model and the Enterprise Architecture Review Board (EARB). This resulted in a path forward to enable DCMA to become a high performance organization operating at maximum efficiency for an agency that has portfolio valued at more than $1.9 trillion, provides CAS services on more than 324,000 prime contracts being performed at more than 18,500 contractor locations and performs more than 1 million financial transactions.
1.6.2 EA Metamodel/DEAR
The DCMA EA effort is driven in part by the EA Metamodel depicted in Figure 1-1. The EA Metamodel is innovative because it integrates DCMA Strategic Planning, Policy, Portfolio Management, Financial Management, Asset Management, Federal Enterprise Architecture (FEA)/DoD Business Enterprise Architecture (BEA)/DoD Information Enterprise Architecture (IEA)-Joint Information Environment (JIE) traceability, and Requirements Management. The EA Metamodel is used as a basis to build awareness and buy-in across the DCMA enterprise as depicted in Figure 1-2 DCMA EA Repository (DEAR) high level operational concept (OV-1). The DCMA EA team designed and developed the DCMA Enterprise Architecture Repository (DEAR) to stand up a centralized repository for DCMA that enables the search, discovery and reuse of DoD Architecture Framework (DoDAF) assets by DCMA and its stakeholder community. The interactive platform also serves as a cornerstone in a “Resource Triage” of Enterprise planning and the backbone for EA analysis. The “Resource Triage” includes: the DCMA Capability Model, DCMA Collaborative Architecture Methodology (DCAM) and the EA Review Board (EARB). Also, the DCMA EA team participated on the JIE Reference Architecture Tiger Team and were crucial participants in defining the DoD Data Management Reference Model which was adopted by the DoD EA and Services Board (EASB).
1.6.3 Business Process Re-engineering
To drive business transformation, the DCMA EA team prepared Policy traceability (i.e. a mapping of Policy<>Process<>Capability<>System) as depicted in the aforementioned EA Metamodel. This mapping is enabling DCMA to determine and prioritize enterprise wide Business Process Re-engineering (BPR) efforts to effect efficiency gains that reduce costs. The DCMA EA team created a Business Process collection methodology to automate approximately 500 of DCMA’s dispersed business processes embedded in policies and provide enterprise visibility in order to streamline the activities of an organization that processes approximately $455 million a day in transactions. The DCMA EA team led the 2014 Enterprise Architecture Agency Summit to brief the DCMA Director and Senior Leadership on DCMA’s policy structure and limited enterprise visibility. The summit culminated in several directives that changed the business culture of DCMA to include automating business process collection, streamlining the policy structure and data standardization efforts. Figure 1-3 shows the DCMA Capability decomposition (CV-2) which is part of Policy traceability. The DCMA EA ensures alignment of automation to mission needs via Policy traceability within the context of BPR efforts. The DCMA EA team led the 2014 Enterprise Architecture DCMA Agency Summit to brief the DCMA Director and Senior Leadership on DCMA’s policy structure and limited enterprise visibility. The summit culminated in several directives that changed the business culture of DCMA to include automating business process collection, streamlining the policy structure and data standardization efforts.
1.6.4 Big Data
Big Data is an important technology used in Business Intelligence to derive enterprise insights. The DCMA EA has been used to assess the functional gaps with respect to Big Data. Specifically, Figure 1-3 DCMA Big Data (SV-4) and Figure 1-4 DCMA Big Data (SV-1) has provided a basis with which determine the strategy associated with the implementation of Big Data at DCMA. The DCMA Big Data strategy has been briefed and has been well received across DCMA and DoD acquisition executives. In addition, the DCMA Big Data strategy has fostered DoD cross-agency collaboration and has set the tone for proper use of technology within the context of tight budgets and increased efficiency expectations.

Who derives the benefit(s) from this EA driven solution?

The DCMA EA driven solution beneficiaries include: the DCMA enterprise at large, Federal Agencies, and DoD acquisition executives..

What results and benefits have been achieved to date using the discipline of EA?

DCMA is the independent eyes and ears of DoD and its partners, delivering actionable acquisition insight from the factory floor to the front line around the world. We provide support for a portfolio that is valued at more than $1.9 trillion and oversight of 324,000 prime contracts being performed at more than 18,500 contractor locations. We ensure the integrity of the government contracting process and provide a broad range of acquisition management services to our military services worldwide and contingency contract support in theater. It is imperative that DCMA leadership has the ability to analyze and review standardized data from a central repository in real time. The impacts of the EA initiatives have transformed the organizational methods of responding to data calls, analyzing business processes and understand data capabilities of DCMA in support of the DoD mission. EA has developed a clear mechanism to align DCMA’s lines of business and the embedded processes and technology to the overarching DoD mission. Benefits achieved by the DCMA EA include:
2015 EA Team Award Nomination 14 September 2015 Page 7
 Awareness and buy-in across the DCMA enterprise, other DoD Agencies, and DoD acquisition executives
 A framework for BPR
 A strategy for the implementation of Big Data technologies

Please explain how the EA discipline is being applied and how the appropriate stakeholders and business/mission staff were engaged?

The DCMA EA is being used to communicate enterprise knowledge and plans to a wide variety of stakeholders including executives, decision makers, operations staff, engineers, and external oversight. In addition, the DCMA EA is being used as the basis for decisions about planning.

Why do you consider the results from this EA driven solution worthy of this Award for Excellence?

The DCMA EA team solutions are innovative in term of the integration of a wide variety of information to deliver the right information, at the right time, to the right stakeholders. Specifically, the information integrated includes Strategic Planning, Policy, Portfolio Management, Financial Management, Asset Management, Federal Enterprise Architecture (FEA)/DoD Business Enterprise Architecture (BEA)/DoD Information Enterprise Architecture (IEA)-Joint Information Environment (JIE) traceability, and Requirements Management. Policy information integration is an innovative way of ensuring alignment of System to the Mission of agencies that can be used across government agencies and extends the traditional DoD Architecture Framework (DoDAF) via the DCMA EA Metamodel. Also, the DCMA EA Metamodel can be used across the federal government with a wide variety of EA frameworks.

 

 

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