Huw Morgan Enterprise Architecture. City of Toronto - Low Sensitivity. City of Toronto

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1 City of Toronto Business Architecture Overview 2012 Huw Morgan Enterprise Architecture City of Toronto - Low Sensitivity City of Toronto

2 Enterprise Architecture the City of Toronto Business Capability Model EDRMS Architecture Example Agenda

3 Enterprise Architecture at the City of Toronto

4 Enterprise Architecture is the coordinated roadmap to enabling the vision of the organization (enterprise) Represents and communicates the vision and requirements in a manner that is understood by everybody A structured approach to capturing, reviewing, aligning and re-using business capabilities and corresponding technology components What is Enterprise Architecture

5 Opportunity to review and improve current business capabilities and processes Provides Context, brings Clarity, ensures Completeness, enables Correlation Refinement in later steps become tangible RFP requirements and solution elements Ensures that enterprise level requirements are d and documented Helps with Governance Ensures technology alignment with business requirements Why Take an Architected Approach?

6 Enterprise Architecture Structure 6

7 A structured way to capture and document Business Requirements s: Programs and Services; Governance Structure; Business Processes; Business Information A common understanding of the business including strategic objectives and tactical demands Business Transformation; Describes the change to the business objectives and outcomes Part of the EA Framework that shows common and re-usable capabilities across the organization Business Architecture

8 A Business Architecture tells us: What the business does How the business achieves its goals Who is involved Where business functions take place When major events and business cycles happen Why certain tasks and processes are necessary and/or are a priority What the Structure provides 8

9 Architecture Governance ensures that all Business and Technology architecture risks are identified understood and addressed Increased transparency of accountability, and informed delegation of authority Controlled risk management Protection of existing asset base through maximizing re-use of existing architectural components Alignment of business and technology Proactive control, monitoring and management mechanisms Process, concept, and component re-use across all organizational business units Value creation through monitoring, measuring, evaluation, and feedback Architecture Governance Increased visibility supporting internal processes and external parties' requirements In particular, increased visibility of decision making at lower levels ensuring oversight at an appropriate level within the enterprise of decisions that may have far- reaching strategic consequences for the organization.

10 Architecture Core Team Function as a review body responsible for advising the corporation of any/all architecture related elements. Ensure overall business and technology alignment within the City of Toronto Provide guidance to program/project design specific to the relevant domains Enterprise Architecture Review Panel Direct continued development of the City s Enterprise Architecture framework; Ensure that projects impacting/leveraging common services and infrastructure are in alignment with the enterprise architecture Approve architecture of reviewed initiatives; Oversee the development of the long range plan for IT standards Develop policies for the consideration of BAP respecting the collection, management and distribution of spatial data sets Business Advisory Panel IT Investment decisions based on strategy Prioritize project work Approve IT spending Enterprise Architecture Boards 10

11 Business Capability Model

12 Business capability map Business Architecture FINANCIAL MANAGEMENT Financial Planning and Monitoring Business architectu re Accounts Payable Revenue Financial Accounting Forecasting & Budgeting Investment/Debt Mgmt. Invoice Processing Tax Billing & Collection Fee Collection Point of Sale General Ledger Controlling Business capabilities represent an organization's business, independent of organization structure, processes, or people. The Capability Model is the City s anchor model. The business architecture designs the overall structure of solutions that implement and embody a given business capability. At the lowest level they are represented as business processes Mapping Capabilities Logical architecture The logical architecture shows the system components needed to enable the capability. The goal is to create shared or reuseable components. Physical architecture The plan for operational production implementation of solutions (e.g., how many of everything, physical configurations, etc.)

13 Business Domain A high level classification of capabilities of that the City performs. It can also be described as a set of common business requirements that achieve a similar purpose or objective. Example: Financial Management provides monitoring, budgeting reporting, performance management, and corporate governance. Financial management offers business functionality such as accounting, reporting, analysis, financial supply chain, and treasury management. In addition it provides robust financial internal controls and documentation of all financial processes and financial transactions to ensures the highest levels of business analysis and governance Capability Model Definitions

14 Capability Groups represent more specific logical groupings of capabilities. They are sets of particular capabilities that the various business units at the City possess or exchange to achieve a specific purpose or outcome. Example : Financial Accounting provides all of the accounting capabilities as required by the various accounting principles. It s collecting and storing all business financial related events from different business units in an integrated way to ensure that account management is complete and synchronized at all times. Capability Model Definitions

15 A business capability is a set of processes or functions that describe the major areas or components of the business of the City of Toronto. A business capability describes part of the overall design for business operations Example : General Ledger: Provides a comprehensive picture for accounting and accounts. Records all business financial transactions (primary postings as well as settlements from internal accounting) in a fully integrated way with all the other operational areas of the City of Toronto to ensure that the accounting data is always complete and accurate. The general ledger supports the accounting and financial reporting requirements of the city through the generation of reconcilable financial statement. apability Model Definitions

16 Business Domain PROGRAM & SERVICE MGT. PROCESS MGT ASSET MANAGEMENT FINANCIAL MANAGEMENT SUPPLY CHAIN MGT. RULE MGT. PROPERTY STEWARDSHIP Capability Group Program, Service and Resource Planning Program, Service and Resource Monitoring (Performance Mgt) Business Process Management Engineering Design and Construction Facility Management Infrastructure Management Financial Planning and Monitoring Accounts Payable Revenue (Accounts Receivable) Financial Accounting Contract Mgmt. Procurement Capacity & Demand Planning Inventory Management Rule Management Property Identification Property Entitlement Property Inspection Property Enforcement Business Capabilities Service Planning Resource Planning Program Monitoring Service Monitoring Resource Monitoring Business Process Design. Business Monitoring Business Rule Mgmt. Engineering Design Facility Profiling (Inventory) Facility Operations Facility Access & Security Infrastructure Profiling Infrastructure Operations Forecasting & Budgeting Investment/Debt Mgmt. Invoice Processing Tax Billing & Collection Fee Collection Point of Sale General Ledger Controlling Purchase Strategic Sourcing Fleet / Equipment Profiling Sale / Disposition Inventory / Stores Minute Taking Bylaw Administration Policy/Procedure Mgmt. Civic Addressing Property Inquiry Application Tracking Permit Tracking Licensing Inspection Tracking Violation Tracking Prosecution Tracking Components Business Capabilities Contact Management Feedback & Complaint Mgmt Customer Assistance Record case info Eligibility Assessment Case Tracking / Monitoring Case Scheduling Case Reporting Facility Booking Fleet/Equipment Scheduling Public Space booking Appointment Scheduling Record work requests Work Tracking / Monitoring Work Scheduling Service Orchestration Service Scheduling Staff Registration & Enrolment Records Storage & Mgt Employee Self Service Scheduling and Shift Planning Time Recording & Admin. Time Evaluation Salary Management Benefits Tracking Payment Processing Attendance Monitoring Recruitment Employee Perf. Management Staff Skills Development Workforce Management Records Management. Document Management Forms Management Web Content Management Digital Asset Management Knowledge Base Master Data Mgmt. Structured Data Mgmt. Data Mining Reporting & Analytics Electronic Distribution Print & Mail Document Production Insurance / Claim Mgmt. Compliance Auditing Capability Group Customer Relationship Management Case Management Resource Scheduling Work Order Management Integrated Service Delivery Personnel Administration Personnel Time Mgt Payroll Management Human Resource Development (Talent Management) Content Management Data Management Business Intelligence Information Delivery Management Financial Risk Management Business Continuity Business Domain CUSTOMER MGT. SERVICE DELIVERY HUMAN RESOURCE MANAGEMENT MANAGEMENT INFORMATION RISK MGT

17 Business Architecture Applied Example - EDRMS

18 Partnership between three divisions: The Information & Technology Division (I&T), the City Clerk's Office (CCO), and the Revenue Services Division (RSD) Purpose is to address the issue of many program areas across many City divisions managing their own divisional documents and records, using different resources and tools resulting in fragmented working environments and lack of corporate coordination Is part of the Information Management Program Is the first instance of the Champion Funding Model EDRMS - Project Overview EDRMS Steering Committee in place to govern

19 EDRMS project will provide: A common infrastructure that supports initiatives that rely heavily on digital information e.g. messaging system A framework of system policies consistent with the City s Information Management Program and Framework A set of deployment tools such as common procedures, controlled vocabularies, templates etc. An extensible solution that can be extended at an incremental cost to other divisions as their business plans allow A common technology suite consistent with Enterprise Architecture reference patterns and Information i.e. re-use EDRMS - Project Objectives

20 Business Context Model

21 Information Lifecycle Processes Enterprise EDRMS architectures provides a reference architecture that can be leverage by other projects City wide target state for records and document management Enterprise level functions Requirements elaboration generic & RSD specific Architecture Reusability

22 13 Core Business Functions 5 RSD Processes 11 CIMS Processes 39 Common Processes Business Capability Model

23 Business Process Profile Describes What the business does Roles and Activities Main, Alternative and Exception Flows Linked to business rules (regulatory, policies and standards) Cross role boundaries 18 completed for EDRMS

24 Logical Architecture (Use Case Model)

25 Business Architecture & Logical Architecture Traceability RSD Customer Care Capture Business Use Cases = 18 System Use Case = ~60 RSD staff Process Inbound communication Manage Outbound communication Include Perform research or investigation Include Include Include Include Include Manually attach Scan Document Upload Document Save Document Process & Fax Administer Account Include Include Include Include Include Store Document Record Management Classify Document/File Manage Electronic Record Disposal Physical Records Management Register Physical Record all use cases Include all use cases in all use cases Include all use cases in Access all use cases Include Validate & Lock Document/File Label files List Documents Retrieve document Search document/file Workflow & Work folders Manage Work Basket Include workflow use cases in Review Work file Handle Tasks all use cases Include all use cases in Continue Workflow Create Ad-hoc Work-flow Staff Import meta-data Manage Active Files Retrieve Inactive File/Box Transfer New Inactive Boxes RSD process analyst Administer System Deploy Workflow Manage Business Rules Develop Workflow Deploy Document Type CIMS staff Return Inactive File/Box Transfer Box Archival Review Box Disposition RSD System administrator CIMS System administrator Export Record & Meta-Data Deploy Controlled Vocabulary Deploy Record Validation & Locking Criteria Deploy Record Classification schema

26 RFP Document Mapping Example Capture Scan Document Upload Document Process & Fax Use Case Package - LA Use Case - LA 1. Capture - RFP Manually attach Save Document 1.1 Scan Document - RFP C Name: Scan Document Store Document Main flow: 1. Staff places document in scanner Use Case - LA Use Case Step - LA 2. System scans the document and presents the electronic representation to Staff 3. System generates meta-data for document including connecting the document to a work file ( Generate Meta-data) 4. Staff confirms that the electronic representation meets quality standards and is valid 5. Staff provides additional meta-data to system ( Manually provide document meta-data), including providing version linkages, by referencing previous version of the document in the system, as one of the meta-data fields 6. System stores document and meta-data 7. System provides Staff with document tracking number and work file tracking number 8. System checks system configuration and informs Staff that physical document is to be destroyed (i.e. it is a transitory record) 9. Staff proceeds with destruction of the physical document System must scan and present electronic representation to user - RFP Alternative flow #1a: Pre-sorted hard-copies, scanned one by one 1. Staff provides pre-sorting batch meta-data information, indirectly through batch header sheet with bar-code or directly to system 2. System keeps meta-data to pre-populated (i.e. as a part of the user context) for each document in the batch 3. Staff places documents in scanner Continue flow, and step 2 to 7 is repeated for each document

27 Requirements Functional Requirement RFP Functional Requirements 1. Use Case Package 1. Function 1.1 Use case Step 1.1 Capability Feature 30 Use Cases = ~ 1000 Feature/Functions in RFP Quality Service Metrics Non- Functional Capability 1. Quality Metric 1. Capability 1.1 Service Objective 1.1 Feature Non-Functional Capabilities in RFP Data Model Data Capability

28 Business capability map Business Architecture Logical architecture Physical architecture FINANCIAL MANAGEMENT Financial Planning and Monitoring Business architectu re Accounts Payable Revenue Financial Accounting Forecasting & Budgeting Investment/Debt Mgmt. Invoice Processing Tax Billing & Collection Fee Collection Point of Sale General Ledger Controlling Business capabilities represent an organization's business, independent of organization structure, processes, or people. The Capability Model is the City s anchor model. The business architecture designs the overall structure of solutions that implement and embody a given business capability. At the lowest level they are represented as business processes The logical architecture shows the system components needed to enable the capability. The goal is to create shared or reuseable components. The plan for operational production implementation of solutions (e.g., how many of everything, physical configurations, etc.) Capability Business Logical - Technology

29 Questions?

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