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Hello. My name is John Corso and I am with the VA Office of Enterprise
Integration, Integrated Enterprise Planning Service. Welcome to this
presentation on Stakeholder Validation of Organizations' Business Functions. In
this presentation, I will be taking you through the process of validating your
VA organization's business functions using the VA Business Reference Model, or
BRM. The purpose of this presentation is to help you participate more effectively
in validating your organization's functions and activities. The BRM is an
artifact of the Federal Enterprise Architecture Framework, or FEAF,
prescribed by the Common Approach to Federal Enterprise Architecture,
published May 2nd, 2012 by OMB, pursuant to the Clinger Cohen Act of 1996, OMB
Circular A-130, and other statutory and regulatory requirements for Federal Enterprise
Architecture. The BRM supports architectural analysis and reporting and
the Business Services subarchitecture view of the overall Enterprise
Architecture. The BRM is a conceptual model in that it directly maps an
organization's lines of businesses and business activities to services within
and between Federal government organizations. It provides a functional
rather than structural organizational chart view of Federal government
organizations and their lines of businesses, including mission and support
business services. The BRM describes an organization through a taxonomy of
common or shared mission and support service areas instead of through a
stove-piped single organizational view. The BRM therefore promotes inter- and
intra-departmental collaboration and serves as the underlying foundation for
shared services strategies. The BRM is only as useful as the accuracy of its
depiction of VA's business operations. Your input is
required to ensure all business functions and activities are represented
on the model and that applicable definitions of terms used are adequate.
The next step to VA s development of its BRM is therefore your validation of your
organization's functions and activities within the model during the validation
session we have scheduled for you. Your contributions will help VA to serve
Veterans more efficiently and effectively. The BRM, one of six
reference models within the Federal Enterprise Architecture Framework, is a
powerful tool. It allows VA to align its business activities to VA strategic
goals, objectives and strategies. Relationships among capabilities,
functions, business processes, systems, performance measures, data and
information flow, and their responsible and executing organizations and their
external partners can be identified and depicted in the model. This depiction
allows visibility of the information necessary to support resourcing and
portfolio management decisions. The Federal Enterprise Architecture
Framework allows federal agencies to appropriately tailor and shape their own
Enterprise Architectures as required by OMB circular A-130. Business Architecture is the key
component under the FEAF which relates VA's approach to its business operations. It involves using the
BRM as its integration point for Business Architecture. This diagram shows
how the various elements of VA's Business Architecture are linked to or
aligned with the BRM. Moving clockwise starting from the upper left-hand corner
of the diagram, we see that the strategic content
component of VA's business architecture represents the primary driver of VA's
business operations. Strategic goals and objectives inform strategic requirements,
generating mission requirements that must be executed by business functions.
This activity is governed by laws, regulations, policies, and directives or
LRPDs. VA builds its capabilities and functions through the programming and
budgeting process depicted in the upper right-hand corner. These capabilities and
functions are in turn supported by a portfolio of information technology
systems that enable their day-to-day operation via the people and processes
that define them and their interoperation with stakeholders, partners, and
other business activities within VA, depicted in the lower right hand corner.
The people and processes required entail resource expenditures for their
operation. Risk management identifies, monitors, and controls risks in light of
the environmental factors and constraints VA operates within. Finally,
performance measures as governed by the Annual Performance Planning and
Reporting process, the Monthly Management Review, and the OMB 300 performance
measurement process allow VA to monitor and report on its performance goals as
it executes its mission through its business operations. This is the final
step in a management feedback loop that allows VA to manage for results and
adjust its strategic and operating plans appropriately based on evaluation of
ongoing performance. Your validation session will consist of examining the
subset of the BRM pertaining to your organization. We ask that you review what
it contains and advise us what changes should be made to the model as a result.
We will make the changes to the BRM during the session and provide you with
a copy of the revision. You will receive a spreadsheet that lists the activities
for each office within your organization as described in the Functional
Organizational Manual. OEI has conducted a preliminary mapping of these
activities to the BRM business functions, which needs to be validated by you and
other stakeholders and SMEs. Desired outcomes for the validation include: we
ask that you map activities to the lowest level possible in the BRM; we
ask you to identify any gaps. For example, where an activity or function performed
is not represented in the BRM, you should call that to our attention. Finally, we
ask you to identify recommended changes to any definitions that would enable
better alignment to an existing business function. Your conscientious effort in
this process will help protect the Department from misestimating the cost
of performing an activity in terms of administrative, FTEs, and technology due
to an incomplete or otherwise inaccurate set of business functions. OEI is happy
to work side by side with our stakeholders to perform the mapping
validation exercise, or if you prefer, you can do the validation and send the
spreadsheet to us for adjudication. The BRM is organized by functions - for
example, acquisition, finance, HR - NOT by organization - but each function is
traceable to one or more organizations by entering the VA Enterprise
Architecture Repository, or VEAR, through the Organizations Domain. Accordingly,
the VEAR contains and depicts that portion or portions of the BRM
applicable to your organization. Among other uses, the BRM is a valuable tool
for completing the Capability Requirement Proposal, or CRP, required by
OM for programming the budget, as follows: Review your organization's functions and
activities; group the functions in a logical manner;
determine the required resources for the functions - for example, FTEs, contract
dollars - as prompted by the CRP; and finally,
prioritize the functions as required by the CRP. Once we have completed the
validation with each office, the next step will be to develop a use case that
will test the ability of the BRM to support VA decision-making and
development and refinement of planning and programming artifacts such as CRPs,
as mentioned in the previous slide. Any remaining gaps in the linkages depicted
in the diagram from Slide 4 will be addressed at that time.
Once these refinement steps are completed, the BRM will be positioned to
be a tool that VA can use as an integral and regular part of its annual operating
cycle. Thank you for your contributions and participation in this crucial
validation process. We will work with you to address your questions and concerns
as we proceed with the validation sessions.
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