• Home

IFSM

Top of Form

Bottom of Form

Enterprise Architecture Enables Processes Paper – Individual Assignment

Purpose of this Assignment

This assignment gives you the opportunity to apply your critical thinking skills and understanding of the course concepts to explain how the enterprise architecture (EA) and/or the EA program supports the other IT management processes of an organization. This assignment specifically addresses the following course outcomes:

· describe enterprise architecture (EA), the appropriate application of EA frameworks, and an overall ongoing EA program

· analyze and examine how enterprise architecture and enterprise systems influence, support, and enable an organization’s ability to contribute to strategic decision making and to respond and adapt to the business environment

· apply EA concepts to support business requirements and identify opportunities for enterprise solutions

Assignment

As you have learned throughout the course, EAs can be used to support a wide variety of information technology management processes, and an EA program strengthens IT management activities. While there are many different flavors of development approaches such as Waterfall, Agile (to name a few), and this assignment will focus on the System Development Life Cycle that is largely associated with a more traditional development approach. Even with an Agile or Agile-like approach, there is still considerable thought and attention paid to the foundational system and software engineering processes that take place during the development life cycle. For purposes of this assignment, let’s focus on the different phases listed below to provide insight into how EA can influence each of these activities.

A well-defined and implemented EA contributes significantly to each of the phases of the SDLC. For this assignment you will write a 3-5 page paper (not counting any cover sheet or reference pages) that explains briefly what enterprise architecture (EA) is and then how it supplements and enables each of the phases of the SDLC:

· Initiation/planning/concept phase

· Systems Analysis and Requirements phase – for this phase, please consider quality or non-functional requirements or the “ilities” (security, maintainability, etc.)

· System Design phase

· Development phase

· Integration and Test phase

· Implementation phase

· Operations and Maintenance phase

Please refer to the
Basic IT SDLC
link provided in your content area for Week 8 for useful information on each phase.

You should explain how EA enables each phase, how it fits into each phase, and what unique qualities or capabilities a well-defined EA contributes that might not otherwise be available to the organization. Very important!

Please do not just cite the various stages without ensuring that you emphasize how EA helps to enable each phase.

The use of at least two external scholarly resources (other than class materials) is required. (NOTE: More than two external resources are required to receive all possible points; see Grading Rubric below.) You should use scholarly journals (rather than Wikipedia and author-less website postings). If you need assistance with determining what a scholarly journal is, the UMUC library is a very good source of information, accessed via the following link:
http://www.umuc.edu/library/libhow/articles.cfm
. Remember to correctly cite and reference all sources using APA format.

Submit your paper in Word format via your Assignments Folder as an attached document with your last name included in the filename.

Grading Rubric

Use the rubric below to be sure you have covered all aspects of the assignment.

Criteria

90-100%

Far Above Standards

80-89%

Above Standards

70-79%

Meets Standards

60-69%

Below Standards

< 60%

Well Below Standards

Possible Points

Intro-duction

5 Points

A sophisticated introduction sets the stage for the paper.

4 Points

A well-written introduction sets the stage for the paper.

3.5 Points

The introduction adequately sets the stage for the paper.

3 Points

The introduction does not adequately set the stage for the paper.

0-2 Points

No introduction included.

5

Explana-tion of Enterprise Architec-ture

13-15 Points

Explanation is brief but clear; is complete enough to set the stage for the paper; and demonstrates a sophisticated understanding of course concepts.

12 Points

Explanation is brief but clear; is complete enough to set the stage for the paper; and demonstrates a good understanding of course concepts.

10-11 Points

Explanation is adequately clear and sufficiently complete to set the stage for the paper, and demonstrates an adequate understanding of course concepts.

9 Points

Explanation may be only somewhat clear or complete; may or may not demonstrate an adequate understanding of course concepts.

0-8 Points

Explanation is not included or little effort is demonstrated.

15

EA Support to SDLC Phases:

The explanation of how EA enables each of the SDLC phases below, how it fits into the phase, and what unique qualities or capabilities EA contributes to each is thorough, clearly explained, uses sophisticated writing, and correctly relates EA to the phases; demonstrates a sophisticated level of understanding of course concepts, analysis, critical thinking, and synthesis.

The explanation of how EA enables each of the SDLC phases below, how it fits into the phase, and what unique qualities or capabilities EA contributes to each is complete, clearly explained, and correctly relates EA to the phases; demonstrates a high level of understanding of course concepts, analysis, critical thinking, and synthesis.

The explanation of how EA enables each of the SDLC phases below, and how it fits into the phase, and what unique qualities or capabilities EA contributes to each is presented, and correctly relates EA to the phases; demonstrates an adequate understanding of course concepts, analysis, and critical thinking.

The explanation of how EA enables each of the SDLC phases below, and how it fits into the phase, and what unique qualities or capabilities EA contributes to each may be partially complete, may be only somewhat clearly explained and/or may only somewhat correctly relate EA to the phases; and/or may not demonstrate an adequate understanding of course concepts, analysis, and critical thinking.

Explanation of how EA enables the SDLC phases is missing or shows little effort.

(see below)

Initiation/ Planning/

Concept phase

9-10 Points

8 Points

7 Points

6 Points

0-5 Points

10

Require-ments analysis phase

9-10 Points

8 Points

7 Points

6 Points

0-5 Points

10

Design phase

9-10 Points

8 Points

7 Points

6 Points

0-5 Points

10

Develop-ment phase

9-10 Points

8 Points

7 Points

6 Points

0-5 Points

10

Integration and testing phase

9-10 Points

8 Points

7 Points

6 Points

0-5 Points

10

Implemen-tation/ Deployment/ Support/ Mainten-ance phase

9-10 Points

8 Points

7 Points

6 Points

0-5 Points

10

External Research

9-10 Points

More than two scholarly sources other than the class resources are incorporated and used effectively, contextualized, appropriately researched and supported, and synthesized with original arguments. Sources used are credible, relevant, and timely. Proper APA style is used for citations and references.

8 Points

More than two scholarly sources other than the class resources are incorporated and used effectively, appropriately researched and supported, and support original arguments. Sources used are credible, relevant, and timely. Proper APA style is used for citations and references.

7 Points

Two scholarly sources other than the class resources are properly incorporated and used. Uses APA format for references and citations.

6 Points

Two or fewer sources other than the class resources may be used; may not be scholarly sources; may not be properly incorporated or used to support arguments; may rely too heavily on the reporting of external sources, and/or are not effective or appropriate; and/or are not credible, relevant, or timely. May not use APA format.

0-5 Points

No external research is incorporated or reference listed is not cited within text.

10

Format

9-10 Points

Paper reflects effective organization and sophisticated writing; follows instructions provided; is written in third person; uses correct structure, grammar, and spelling; double- spaced and presented in a professional format using Word.

8 Points

Paper reflects effective organization; follows instructions provided; is written in third person; has few errors in sentence structure, grammar, and spelling; double-spaced, and presented in a professional format.

7 Points

Paper has some organization; may have some errors in sentence structure, grammar and spelling. Is double spaced and written in third person.

6 Points

Paper is not well organized, and/or contains several grammar and/or spelling errors; and/or is not double-spaced and written in third person.

0-5 Points

Paper is extremely poorly written, has many grammar and/or spelling errors, or does not convey the information.

10

 

 

 

TOTAL Points Possible

100

12/04/2018

IFSM

 

please discuss what you believe is the relationship of EA and enterprise systems. Additionally, answer the following question:

  1. How does enterprise architecture and enterprise systems influence, support, and enable an organization’s ability to contribute to strategic decision-making?

Ifsm

  

Review the case studies for two different organizations that implemented the type of enterprise system assigned to your group.   

why it was or was not a success in terms of cost, schedule, quality, and performance?

ifsm

Strutner, S. (2021, March 31). 3 Successful ERP Implementation Case Studies.Oracle

NetSuite.https://www.netsuite.com/portal/resource/articles/erp/erp-implementatio

n- case-study.shtml

ERP Case Study #3: Green Rabbit

Once upon a time, two friends launched a candy wholesale business. Then,

they ran into a problem: shipping melt-prone chocolate bars during summer

months. After the pals designed a heat-sensitive supply chain, other food

companies turned to them for help. The duo rebranded as Green Rabbit, a

supply chain logistics provider specializing in fast delivery of perishable

goods.

That shift in strategy tested the company’s current processes, which relied on

QuickBooks, Excel and email. Green Rabbit’s multiple databases couldn’t

communicate with one another, making real-time data analysis impossible.

The warehouse was often waiting on help from the IT team, too.

Green Rabbit chose NetSuite ERP, and the NetSuite professional services

team got the company up and running on the system in three months.

Green Rabbit now:

● Helps customers ship candy, snacks and more across the country in 24
hours from one of three different warehouses, without inventory errors.

● Delivers tens of thousands of orders per day, without delays.
● Gets guaranteed error-free data from its ERP system, instead of risking

errors from manually entered data.
● Could triple its order volume, if desired, without impact to its systems.

Key takeaways

● When implemented correctly, ERP makes it easier to manage a
complicated supply chain, as Green Rabbit’s case study shows.

● ERP is pivotal to growth. Green Rabbit implemented ERP after it grew
substantially and because it anticipated further expansion

Many growing companies like those profiled here ask: “What is the business

case for ERP?”

Besides the takeaways from our case studies, it boils down to agility. When

finance teams stop peering at dozens of spreadsheets and paper records,

they can get strategic. By helping executive and business colleagues visualize

data, growing firms can forecast future trends and adapt quickly to beat

competitors.

ifsm

Young, J. (2020, June 14). Case Studies of Successful Enterprise Resource Planning.

Investopedia.https://www.investopedia.com/articles/investing/111214/lg-case-stud

y-successful-enterprise-resource-planning-system.asp

Walmart
Walmart is one of the top ten largest companies in the United States by
market capitalization. Sales for the company are around $500 billion annually,
which nearly doubles that of its closest retail competitor Amazon.

The company operates globally with brick and mortar supercenters, discount
stores, and neighborhood markets. It owns hundreds of brands, including the
well known Sam’s Club. To successfully keep its shelves stocked it works with
thousands of suppliers. Its e-commerce business is also a behemoth, with a
long list of online seller partnerships. The sheer size of Walmart’s business is
one of its greatest advantages, but also challenges when it comes to ERP.

Walmart works with many ERP providers. In 2018 however, it announced a
strategic partnership for building out a digital transformation through Microsoft
Azure. Expectations for the Microsoft Azure relationship include:

● Plans for building out a cloud-based enterprise system that serves as
the framework for managing all of its resources

● The capability to plug-in existing ERP applications to the Microsoft
Azure framework

● Integration of Microsoft 365
● Broader and more efficient opportunities for e-commerce
● Broader opportunities for automated warehousing capabilities
● Use of artificial intelligence for supplier relationships
● Integration with SAP Hana and other legacy inventory management

solutions
● Integration with blockchain-based solutions that are evolving

Ifsm

 

For this week’s Discussion, please describe some considerations for selecting a specific architectural framework, and answer ONE of the following questions:

  1. Why are quality attributes (“ilities”) important when defining an architecture and why isn’t it a good idea to “bolt” these on at a later date?
  2. What are 2-3 considerations for evaluating an architecture?

IFSM

03/15/2019

Enterprise Architecture Framework Research Paper Assignment

Purpose of this Assignment

This assignment gives you the opportunity to apply your research skills, analysis, and

critical thinking skills to describe one of the enterprise architecture (EA) frameworks. This

will provide you an opportunity to gain an in-depth understanding of one of the frameworks

commonly used. This assignment specifically addresses the following course outcomes:

• describe enterprise architecture (EA), the appropriate application of EA frameworks,

and an overall ongoing EA program

• analyze and examine how enterprise architecture and enterprise systems influence,

support, and enable an organization’s ability to contribute to strategic decision

making and to respond and adapt to the business environment

Assignment

Select one of the enterprise architecture frameworks listed below:

• Zachman Framework

• The Open Group Architecture Framework (TOGAF)

• Federal Enterprise Architecture Framework (FEAF)

• DoD Architecture Framework (DODAF)

• Treasury Enterprise Architecture Framework (TEAF)

Research and write a paper that describes the chosen framework. Your description will

include:

• Beginning paragraph to introduce the selected framework

• Framework’s purpose, scope, principles, and the kinds of structures it uses, as

appropriate to the framework. Ensure that you adequately cover these four

attributes.

• Provide a Graphic or image that shows the structure of the model you have chosen.

This provides a good visual of what you are explaining and provides additional

context.

• Provide analysis of the framework’s strengths and weaknesses.

• Find more than two examples of organizations that have used the framework and

briefly discuss them. (NOTE: More than two examples are required to receive all

possible points; see Grading Rubric below.) Apply critical thinking, especially when

describing the structure and its strengths and weaknesses.

• Concluding paragraph to wrap-up key points.

Your paper will be graded on both the accuracy and completeness of your description.

Please be mindful of how you research and provide on-line sources. Refer to UMUC’s policy

on plagiarism especially as it pertains to unauthorized student resources.

Your paper should be 3-5 pages in length (not counting any cover sheet or reference

pages). The use of at least three external scholarly resources (other than class

materials) is required. (NOTE: More than three external resources are required to receive all

possible points; see Grading Rubric below.) You should use scholarly journals (rather

than Wikipedia and authorless website postings). If you need assistance with determining

what a scholarly journal is, the UMUC library is a very good source of information, accessed

03/15/2019

via the following link: http://www.umuc.edu/library/libhow/articles.cfm. Remember to

correctly cite and reference all sources using APA format.

Submit your paper in Word format via your Assignments Folder as an attached document

with your last name included in the filename.

Grading Rubric

Use the rubric below to be sure you have covered all aspects of this assignment.

Criteria

90-100%

Far Above
Standards

80-89%

Above
Standards

70-79%
Meets Standards

60-69%

Below
Standards

< 60%

Well Below
Standards

Possible
Points

Introduction

5 Points

A sophisticated
introduction sets

the stage for the

paper.

4 Points

A well-written
introduction sets

the stage for the

paper.

3.5 Points

The introduction
adequately sets

the stage for the

paper.

3 Points

The introduction
does not

adequately set

the stage for the
paper.

0-2 Points

No
introduction

included.

5

Description
of

Framework –

Quality

18-20 Points

Description of

framework is
clear and

thorough and
demonstrates

sophisticated
understanding of

course concepts.

16-17 Points

Description of

framework is
clear and

complete and
demonstrates

good
understanding

of course

concepts.

14-15 Points

Description of

framework
includes the main

points, and
demonstrates

adequate
understanding of

course concepts.

12-13 Points

Description of

framework may
be incomplete,

and/or may not
demonstrate

adequate
understanding

of course

concepts.

0-11 Points

Description of

framework is
not included

or little is
presented.

20

Description
of

Framework –

Coverage

27-30 Points

Sophisticated

description

covers purpose,
scope,

principles, types
of structures

used, as
appropriate to

the selected

framework.

24-26 Points

Clear and

complete

description
covers purpose,

scope,
principles, types

of structures
used, as

appropriate to

the selected
framework.

21-23 Points

Description

adequately covers

purpose, scope,
principles, and

types of
structures, as

appropriate to the
selected

framework.

18-20 Points

Description may

not adequately

cover purpose,
scope,

principles,
and/or types of

structures, as
appropriate to

the selected

framework.

0-17 Points

Little or no

coverage of

these areas is
provided.

30

Strengths

and

Weaknesses
of

Framework

11-12 Points

Strengths and

Weaknesses
identified are

clear,
compelling, and

9-10 Points

Strengths and

Weaknesses
identified are

clear, and are
directly related

7-8 Points

Description of

strengths and
weaknesses are

related to the
framework;

6 Points

Description of

strengths and
weaknesses may

not be clear,
may not be

0-5 Points

Few or no

strengths or
weaknesses

identified and
explained.

12

03/15/2019

Criteria

90-100%

Far Above
Standards

80-89%

Above
Standards

70-79%
Meets Standards

60-69%

Below
Standards

< 60%

Well Below
Standards

Possible
Points

directly related
to the

framework,
demonstrating a

sophisticated

understanding of
course concepts,

analysis, critical
thinking, and

synthesis.

to the
framework,

demonstrating a
good

understanding

of course
concepts,

analysis, critical
thinking, and

synthesis.

demonstrate
adequate

understanding of
course concepts,

analysis, and

critical thinking.

directly related
to the

framework;
and/or may not

demonstrate

adequate
understanding

of course
concepts,

analysis, and
critical thinking.

Examples of
Use

11-12 Points

More than two

examples of
organizations

that have used

the framework
are identified

and clearly
pertinent points

are included in
the discussion,

using

sophisticated
writing.

9-10 Points

More than two

examples of
organizations

that have used

the framework
are identified

and pertinent
points are

included in the
discussion,

using clear

writing.

7-8 Points

Two examples of

organizations that
have used the

framework are

identified and their
use of the

framework is
adequately

discussed.

6 Points

Two or fewer

examples of
organizations

are identified

and/or their use
of the

framework may
not be

adequately
discussed.

0-5 Points

No examples

of use of the
framework

are identified

or minimal
effort is

demonstrated.

12

External

Research

9-11 Points

More than three

scholarly sources
other than the

class resources
are incorporated

and used

effectively,
contextualized,

appropriately
researched and

supported, and
synthesized with

original

arguments.
Sources used

are credible,
relevant, and

timely. Proper

APA style is used
for citations and

references.

8 Points

More than three

scholarly
sources other

than the class
resources are

incorporated

and used
effectively,

appropriately
researched and

supported, and
support original

arguments.

Sources used
are credible,

relevant, and
timely. Proper

APA style is

used for
citations and

references.

7 Points

Three scholarly

sources other than
the class resources

are properly
incorporated and

used. Uses APA

format for
references and

citations.

6 Points

Three or fewer

sources other
than the class

resources may
be used; may

not be scholarly

sources; may
not be properly

incorporated or
used to support

arguments; may
rely too heavily

on the reporting

of external
sources, and/or

are not effective
or appropriate;

and/or are not

credible,
relevant, or

0-5 Points

No external

research is
incorporated

or reference
listed is not

cited within

text.

11

03/15/2019

Criteria

90-100%

Far Above
Standards

80-89%

Above
Standards

70-79%
Meets Standards

60-69%

Below
Standards

< 60%

Well Below
Standards

Possible
Points

timely. May not
use APA format.

Conclusion

5 Points

Conclusion is

convincing,
effective and

relevant.
Demonstrates

sophisticated
analysis and
critical thinking.

4 Points

Conclusion is

effective and
relevant.

Demonstrates
analysis and

critical thinking.

3.5 Points

Conclusion is

provided and is

relevant.

3 Points

Conclusion is

somewhat
effective and/or
relevant.

0-2 Points

No conclusion

provided, or
minimal effort
demonstrated.

5

Format

9-10 Points

Paper reflects

effective
organization and

sophisticated
writing; follows

instructions

provided; is
written in third

person; uses
correct

structure,

grammar, and
spelling; double-

spaced and
presented in a

professional

format using
Word.

8 Points

Paper reflects
effective
organization;
follows
instructions
provided; is
written in third

person; has few
errors in
sentence
structure,
grammar, and
spelling;

double-spaced,
and presented
in a
professional
format.

7 Points

Paper has some
organization; may
have some errors
in sentence
structure,
grammar and
spelling. Is double

spaced and
written in third
person.

6 Points

Paper is not well
organized,
and/or contains
several
grammar
and/or spelling
errors; and/or is

not double-
spaced and
written in third
person.

0-5 Points

Paper is
extremely
poorly
written, has

many
grammar
and/or

spelling
errors, or
does not
convey the

information.

5

TOTAL

Points

Possible

100

ifsm

Sheet1

Stakeholder Interest or Concern Class/Role in EA Process (Key Player, Keep Satisfied, Keep Informed, Minimal Effort) Reason for Classification
Program Executive Sponsor (Example) This stakeholder is interested in on-time, on-budget delivery of the CSI system to realize expected benefits for the DMV and its customers. Keep Informed This stakeholder is interested in overall bottom line results vs. the specific content of the EA.
Head, Dept. of Motor Vehicles
Chief Financial Officer
Program Management Office
Line Managers for Service Delivery Areas
Credentialing and Tax Processing Specialists
Customer Service Specialist
Security Officer
CIO
Application Software Developer
IT Operations Manager

Sheet2

Sheet3

IFSM

 

please share your thoughts on the statement, “Treating the enterprise as a complex system like a living organism, focusing more on solving business problems than on extensive documentation, and taking a data-driven approach to business transformation all herald an upheaval in the practice of EA itself”. Additionally, answer the following questions:

1. Why do you believe that the Zachman ontology has stood the test of time? After all, it was created in 1984 and was originally published in the 1987 IBM Systems Journal. What makes this a viable framework today?

IFSM

Top of Form

Bottom of Form

Memo to CIO on Success Criteria for Enterprise System Implementation and Enterprise Architecture

Purpose of this Assignment

This assignment gives you the opportunity to demonstrate your ability to research, evaluate, and explain enterprise systems, and to communicate effectively at the executive level. This assignment specifically addresses the following course outcomes:

· analyze and examine how enterprise architecture and enterprise systems influence, support, and enable an organization’s ability to contribute to strategic decision making and to respond and adapt to the business environment

· analyze enterprise system solutions to make recommendations based on benefits, limitations, and best fit within the enterprise environment

· analyze and explain the elements of a successful plan for implementing enterprise solutions, addressing structure, processes, culture, and other considerations

· analyze success criteria for higher application to enterprise architecture

Assignment

Your instructor has assigned each group one of several types of enterprise systems (ERP, SCM, CRM, etc.) to research and prepare a paper and an executive-level informational presentation. In Group Project 1, your team prepared a 2-3 page paper summarizing the case studies, evaluating the success of the implementations, and identifying lessons learned. For this assignment, you are to work independently and write a 1-2 page memo (not including references page) to the CIO that identifies
more than seven success criteria
for implementation of enterprise systems, for the category of enterprise systems assigned to your group (ERP, SCM, CRM, etc.). (NOTE: More than seven success criteria are required to receive all possible points; see Grading Rubric below.)

1. Each of these success criteria should be briefly explained and then related to how they would be applied during an implementation of the assigned category of enterprise systems within the CIO’s organization.

2. Discuss how each of the success criteria relates, on a larger scale, to satisfying the enterprise architecture. Some areas to consider include the structure of the organization and its processes and culture; other aspects of a proposed implementation relate to the phases of the system development life cycle (needs analysis, design, development, implementation, maintenance).

3. The case studies your group is using may be a good source of ideas. The criteria you identify must be applicable to enterprise systems (in the category assigned to your group) and should come from your research.

Important: Often students write this memo from the perspective of what it looks like to have a successful implementation of ES/EA. Instead, the focus should be on the criteria that will help you be successful! There is a difference here.  For example, cost savings is the result but not necessarily the success criteria leading up to it. Now you could contribute cost savings to the fact that you had executive buy-in with sustained sponsorship (this could be an example) or other criteria that includes re-engineering of business processes as contributors. Please orient this memo such that you look at success criteria as the “drivers” for a good implementation. Also, please remember to put this into a memo format that looks professional. Please remember that the CIO has limited time and you should get to the key points quickly. Please refer to the grading rubric and carefully follow the assignment instructions!


You are to use a Microsoft Word memo template. The use of at least three external scholarly resources (in addition to your case studies and other class materials) is required. (NOTE: More than three external resources are required to receive all possible points; see Grading Rubric below.) You should use scholarly journals (rather than Wikipedia and authorless website postings). If you need assistance with determining what a scholarly journal is, the UMUC library is a very good source of information, accessed via the following link:

http://www.umuc.edu/library/libhow/articles.cfm
.

Remember to correctly cite and reference all sources. Since you are writing a memo, you should use in-text citations and list the references on a separate page at the end.

After your individual assignment has been submitted, you will work with your group to select a set of recommendations for a successful implementation that will become a part of your Group Project 2, the executive briefing.

Note: The filename of your paper should include your last name. An example would be: Smith_Memo.doc.

Grading Rubric

Your work will be graded according to the rubric below.

Criteria

90-100%

Far Above Standards

80-89%

Above Standards

70-79%

Meets Standards

60-69%

Below Standards

< 60%

Well Below Standards

Possible Points

Introduction

5 Points

There is an effective introduction to the memo, stating the purpose, using sophisticated writing.

4 Points

There is a clearly written introduction to the memo, stating the purpose, using effective writing.

3.5 Points

The introduction adequately sets the stage for the memo.

3 Points

The introduction does not adequately set the stage for the memo.

0-2 Points

No introduction is provided or little effort is shown.

5

Criteria

18-20 Points

More than 7 criteria for successful implementation of enterprise systems (in the category assigned) are identified. Each of the criteria is thoroughly explained and each is very clearly applicable to enterprise system implementation success. Includes a thoughtful explanation on how the success criteria relates to enterprise architecture. Demonstrates a sophisticated understanding of course concepts, analysis, critical thinking and synthesis.

16-17 Points

More than 7 criteria for successful implementation of enterprise systems (in the category assigned) are identified. Each of the criteria is clearly explained and each is applicable to enterprise system implementation success. Includes a good explanation on how the success criteria relates to enterprise architecture. Demonstrates a good understanding of course concepts, analysis, critical thinking and synthesis.

At least 7 criteria for successful implementation of enterprise systems (in the category assigned) are identified, explained, and are applicable to enterprise system implementation success, and may demonstrate an adequate understanding of course concepts, analysis, and critical thinking. Some discussion on how the success criteria relates to enterprise architecture.

12-13 Points

Fewer than 7 criteria for successful implementation of enterprise systems (in the category assigned) are identified. Some of the criteria may not be clearly explained, and/or may not be applicable to enterprise system implementation success, and/or may not demonstrate an adequate understanding of course concepts, analysis, and critical thinking. Little to no mention of how this success criteria relates to enterprise architecture.

0-11 Points

Few or no success criteria applicable to enterprise system and enterprise architecture implementa-tion are identified and explained, or are not relevant.

20

Application of Criteria

45-50 Points

The application in a successful implementation of enterprise systems is fully and clearly described for more than 7 criteria. Each of the criteria is appropriately related to implementation of enterprise systems (in the category assigned) and to satisfying the enterprise architecture; and demonstrates sophisticated incorporation of course concepts and research, analysis, critical thinking and synthesis.

40-44 Points

The application in a successful implementation of enterprise systems is clearly described for more than 7 criteria. Each of the criteria is appropriately related to implementation of enterprise systems (in the category assigned) and to satisfying the enterprise architecture; and demonstrates effective incorporation of course concepts and research, analysis, critical thinking and synthesis.

35-39 Points

The application in a successful implementation of enterprise systems is described for at least 7 criteria. The explanations relate the criteria to implementation of enterprise systems (in the category assigned) and satisfying the enterprise architecture, and demonstrate adequate incorporation of course concepts and research, analysis, and critical thinking.

30-34 Points

The application in a successful implementation of enterprise systems may be only partially described and/or fewer than 7 criteria may be discussed. The criteria may not be appropriately related to implementation of enterprise systems (in the category assigned) and satisfying the enterprise architecture, and/or may not demonstrate adequate incorporation of course concepts and research, analysis, and critical thinking.

0-29 Points

The explanations for application of the criteria do not relate to successful implementa-tion of enterprise systems, or are missing; or too few criteria are included.

50

External Research

14-15 Points

More than three scholarly sources other than the class resources are incorporated and used effectively, contextualized, appropriately researched and supported, and synthesized with original arguments. Sources used are credible, relevant, and timely. Proper APA style is used for citations and references.

12-13 Points

More than three scholarly sources other than the class resources are incorporated and used effectively, appropriately researched and supported, and support original arguments. Sources used are credible, relevant, and timely. Proper APA style is used for citations and references.

11 Points

Three scholarly sources other than the class resources are properly incorporated and used. Uses APA format for references and citations.

10 Points

Three or fewer sources other than the class resources may be used; may not be scholarly sources; may not be properly incorporated or used to support arguments; may rely too heavily on the reporting of external sources, and/or are not effective or appropriate; and/or are not credible, relevant, or timely. May not use APA format.

0-9 Points

No external research is incorporated or reference listed is not cited within text.

15

Memo Format

9-10 Points

Memo reflects effective organization and sophisticated writing; correct structure, grammar, and spelling; presented in a professional format using Word memo template.

8 Points

Memo reflects effective organization; has few errors in sentence structure, grammar, and spelling; presented in a professional format using Word memo template.

7 Points

Memo has some organization; may have some errors in sentence structure, grammar and spelling; is in Word memo template.

6 Points

Memo is not well organized, and/or contains several grammar and/or spelling errors; and/or is not in Word memo template.

0-5 Points

Memo is extremely poorly written and does not convey the information.

10

 

 

 

TOTAL Points Possible

100

03/15/2019

ifsm

06/21/2021

Stakeholder Analysis Assignment

This assignment uses two provided documents:

• Stakeholder_Analysis_Exercise.xls (spreadsheet)

• DMV Case Study

Purpose of this Assignment

This assignment gives you the opportunity to apply your understanding of the course

concepts to analyze how the enterprise architecture (EA) affects various elements of the

organization. This assignment specifically addresses the following course outcome:

• conduct stakeholder analysis to identify concerns and appropriate viewpoints

Background

One of the keys to successful enterprise architecture (EA) implementation is the support

offered by important stakeholders.

Stakeholders are those with an interest in a given project. There are varying degrees of

stakeholder involvement, which may be described as being in the following groups:

• Key Players—These are the most important stakeholders; they have a vested

interest in the approach, content, and output of the EA.

• Keep Satisfied—The next most significant group are those who must obtain what

they need from the EA and are less concerned with the construction and specific

content of the EA.

• Keep Informed—This group has a need to know what is being done and how it will

benefit the organization overall; they have little interest in any of the details of how

the EA is developed and used.

• Minimal Effort—This group has little interest in the EA and requires little attention

during the EA development effort.

The benefits of successfully managing stakeholders include the following:

• Obtaining support from the most influential stakeholders will help ensure that they

both help to shape the EA and to improve its content and products.

• Influential stakeholders are in a position to allocate human and financial resources to

the EA effort, making it more likely to succeed.

• Ongoing communication with stakeholders ensures their understanding of the

process and benefits of EA, and enables their support if needed.

• Successful management allows the EA team to draw on the support of stakeholders

with a positive view of the process if they need to address negative reactions or

setbacks in the organization.

(Concepts contained herein were derived in part from The Open Group Architecture

Framework (TOGAF), v. 9.)

06/21/2021

Assignment

Using the DMV Case Study and the Stakeholder Analysis Exercise spreadsheet provided, you

are to complete the columns of the spreadsheet for each of the ten stakeholder groups

listed on the spreadsheet.

Please refer to the reading link in your Course 5 content area called: TOGAF Standard:

Stakeholder Management. This link provides some excellent insights into the different roles

and influences of the stakeholders to assist in your assignment. Again, this is just a

reference for your benefit.

First, explain the interest or concern that the stakeholder has in the development of the EA.

Then, identify their “class” or role in the EA as one of the four shown above (Key Player,

Keep Satisfied, Keep Informed, or Minimal Effort). Finally, explain your reasoning for

selecting the class/role that you did.

Important: You are not being graded on whether you picked the “correct” stakeholder

involvement (i.e. key player, keep satisfied, keep informed or minimal effort). You might

see your Security Officer as a key player or as a stakeholder needing to be kept informed.

This is fine. What is important is that you provide a solid reason for why you chose this

classification as it relates to the interest/concern area. Please only pick one “class” or role

per stakeholder.

Complete the spreadsheet and submit it via your Assignments Folder by the due date shown

in the class schedule. Note: The filename of your submission should include your last name.

An example would be: Smith_Stakeholder_Analysis.xls.

Reference

The Open Group. (2018). TOGAF version 9.2: The Open Group architecture framework

(TOGAF). Retrieved from http://www.opengroup.org/togaf

The TOGAF Standard, Version 9.2: Part III: ADM Guidelines & Techniques; Stakeholder

Management. Retrieved from: http://pubs.opengroup.org/architecture/togaf9-

doc/arch/index.html

Grading Rubric

Your grade will be determined by the strength and validity of your analysis, rather than

what specific class/role you selected. Your work will be graded according to the grading

rubric below.

Criteria

90-100%
Far Above
Standards

80-89%
Above
Standards

70-79%
Meets
Standards

60-69%
Below
Standards

< 60%
Well

Below
Standards

Possible
Points

Stake-

holder

Analysis

Interest/Concern
and Class/Role of

the stakeholder

are correctly
identified.

Interest/Concern
and Class/Role of

the stakeholder

are correctly
identified. Reason

Interest/Concern
and Class/Role of

the stakeholder

are adequately
identified. Reason

Interest/Concern
and/or Class/Role

for the

stakeholder may
be inadequately

No entries
for this

stakeholder

or little

9 points
for each

Stake-

holder

06/21/2021

Criteria

90-100%

Far Above
Standards

80-89%

Above
Standards

70-79%

Meets
Standards

60-69%

Below
Standards

< 60%

Well
Below
Standards

Possible
Points

Reason for

Classification
provides a full

explanation with

convincing
justification; each

is clearly
applicable to the

case study;
demonstrates a

sophisticated

understanding of
course concepts,

analysis, and/or
critical thinking.

for Classification

provides a clear
explanation with

justification; each

is applicable to
the case study;

demonstrates an
understanding of

course concepts,
analysis, and/or

critical thinking.

for Classification

is adequately
explained; each is

related to the

case study;
demonstrates an

adequate
understanding of

course concepts,
analysis, and/or

critical thinking.

identified; and/or

Reason for
Classification may

not be adequately

explained; and/or
may not relate to

the case study;
and/or

demonstrates an
inadequate

understanding of

course concepts,
analysis, and/or

critical thinking.

information

provided.

(see

below)

Head,

Dept. of
Motor

Vehicles

9 Points 8 Points 7 Points 6 Points 0-5

Points

9

Chief

Financial
Officer

9 Points 8 Points 7 Points 6 Points 0-5

Points

9

Program

Manage-
ment

Office

9 Points 8 Points 7 Points 6 Points 0-5

Points

9

Line

Managers

for Service
Delivery

Areas

9 Points 8 Points 7 Points 6 Points 0-5

Points

9

Creden-

tialing and

Tax
Process-

ing
Specialists

9 Points 8 Points 7 Points 6 Points 0-5

Points

9

Customer
Service

Specialist

9 Points 8 Points 7 Points 6 Points 0-5
Points

9

Security
Officer

9 Points 8 Points 7 Points 6 Points 0-5
Points

9

06/21/2021

Criteria

90-100%

Far Above
Standards

80-89%

Above
Standards

70-79%

Meets
Standards

60-69%

Below
Standards

< 60%

Well
Below
Standards

Possible
Points

CIO
9 Points 8 Points 7 Points 6 Points 0-5

Points

9

Applica-

tion
Software

Developer

9 Points 8 Points 7 Points 6 Points 0-5

Points

9

IT Opera-

tions

Manager

9 Points 8 Points 7 Points 6 Points 0-5

Points

9

Spread-

sheet

Format

9-10 Points

Spreadsheet

reflects effective

organization and
sophisticated

writing; correct
structure,

grammar, and
spelling;

presented in a

professional
format using

Excel.

8 Points

Spreadsheet

reflects effective

organization and
clear writing;

correct structure,
grammar, and

spelling;
presented in a

professional

format using
Excel.

7 Points

Spreadsheet is

organized; and/or

may contain some
grammatical or

spelling errors;
presented in Excel

format.

6 Points

Spreadsheet is

somewhat

organized, and/or
contains

grammatical or
spelling errors;

and/or does not
use Excel

template.

0-5 Points

Spread-

sheet

content is
extremely

poorly
constructed

and does
not convey

the

information.

10

TOTAL

Points

Possible

100

IFSM

Top of Form

Bottom of Form

Group Project 2: Presentation on Enterprise System and Enterprise Architecture Considerations Assignment

Purpose of this Assignment

This assignment gives you the opportunity to demonstrate your ability to research, evaluate, and explain enterprise systems, and to communicate effectively at the executive level. This assignment specifically addresses the following course outcomes:

· analyze and examine how enterprise architecture and enterprise systems influence, support, and enable an organization’s ability to contribute to strategic decision making and to respond and adapt to the business environment

· analyze enterprise system solutions to make recommendations based on benefits, limitations, and best fit within the enterprise environment

· analyze and explain the elements of a successful plan for implementing enterprise solutions, addressing structure, processes, culture, and other considerations

· analyze considerations for enabling enterprise architecture

Assignment

Your instructor has assigned each group one of several types of enterprise systems (ERP, SCM, CRM, etc.) to research and prepare an executive-level informational presentation. Your instructor has provided you with instructions on locating case studies. Your group should have completed Group Project 1 and each team member should have completed the individual project memo identifying seven criteria for successful implementation of enterprise systems.

As you saw in Group Project 1, the chief information officer (CIO) of your organization has heard about enterprise systems and believes that they could solve many of the problems in your organization. He has asked your team to do some research and prepare an analysis and recommendations about these types of systems. Your team has been assigned one of several types of enterprise systems (ERP, SCM, CRM, or others) to research and prepare an informational presentation for the CIO. The purpose is to help him understand the type of enterprise system (assigned to your team), to understand how other organizations have implemented such systems, and lessons learned from the implementations. Finally, your team is to present the considerations that the CIO should think about—both positive and negative aspects—prior to suggesting that the organization consider implementing one of these systems.

For Group Project 1, your team analyzed the case studies and assessed the success of the enterprise system implementations. Then, for your individual project, you researched, identified and explained in a memo to the CIO what makes for a successful implementation of these types of enterprise systems. Your group will use the information gathered and developed for those assignments to prepare the presentation described below.

Group Project 2

Develop an executive-level PowerPoint presentation that uses the organizations in your case studies as examples to provide an analysis and recommendation to your CIO. Your presentation should include:

1. A brief summary of each organization that includes the following:

· the business the organization is in

· the problem the organization was trying to solve

· whether the enterprise system implementation was a success or not in terms of cost, schedule, performance, and quality

· lessons learned

(Summarized from Group Project 1)

2. An evaluation of what each organization did right and what they did wrong; compare and contrast them.

3. Your own set of considerations—both positive and negative—that the CIO should think about prior to making any suggestions that the organization move forward. Your group should consider and address, at a minimum:

· benefits of enterprise systems

· limitations of enterprise systems

· determining the best fit for the organization

· implementation planning and success criteria, including structure, processes, and culture of the organization; the phases of the System Development Life Cycle; and other considerations

· potential to enable an enterprise architecture

(Some of this information may come from your individual memos on success criteria.)

Presentation Formatting and Requirements

I. Your presentation should be 14-23 slides that include:

· A cover slide with a title, your group number/name, and date, as a minimum

· An introduction or slide outlining the presentation to follow. Make a nice introduce and “thesis statement” to capture the objective of this briefing.

· 2-4 slides that summarize the case studies (the business they are in; the problem they were trying to solve; whether the enterprise system implementation was a success in terms of cost, schedule, performance, and quality; and lessons learned)

· 3-6 slides that provide an evaluation of what each organization did right and what it did wrong; and compare and contrast the organizations

· 6-9 slides that provide considerations for the CIO including: benefits and limitations of enterprise systems, determining the best fit for the organization, implementation planning and success criteria (covering structure, processes, and culture of the organization; the phases of the system development life cycle (SDLC); and other considerations)

· 1-4 slides on positioning of these case studies for their ability to enable the architecture (i.e. are the “hooks” in place to enable EA?) Very important!

· A summary/conclusion slide. Don’t forget a nice wrap-up here articulating the key points.

II. Notes: Details of Presentation

· The bullet points in your presentation will be
supported by relevant details in the Notes section of the slides, which contain the actual words you would say to the CIO as you present each slide
. Since you cannot actually present the slides in person, the Notes will show what you would actually say. This is an important part of your presentation. If you were writing a paper, the content would be in the notes and the PowerPoint slides would be the outline. [Select the Notes Page under View option in PowerPoint.]

· Presentations with limited or no “Notes” will receive much lower grades, because the bullets should not tell the whole story.

· Use a graphic or visual representation of the model to emphasize key points or to add interest. It is useful to add an image or graphic representing the model to help describe it.

III. Resources

· The use of at least four external scholarly resources (which may include your case studies) is required. (NOTE: More than four resources are required to receive all possible points; see Grading Rubric below.) You should use scholarly journals (rather than Wikipedia and authorless website postings). If you need assistance with determining what a scholarly journal is, the UMUC library is a very good source of information, accessed via the following link:
http://www.umuc.edu/library/libhow/articles.cfm
.

· Remember to correctly cite and reference all sources. Any direct quotes should be indicated within the slide text with appropriate quotation marks and an in-text citation (however, direct quotes should be short and used sparingly, if at all). Complete references for sources should be included in the corresponding Notes section. Paraphrased material can just be referenced within the Notes section of the slides without an in-text citation on the slide. This deviates from APA style but keeps the slides more readable.
Note:

Do not include your resources on a separate slide in the presentation. They need to be included in the notes section of the slide to which they pertain.

IV. Additional Instructions

· Each slide should have a title and a limited amount of text. The presentation should capture key bullet points and not include complete paragraphs and detailed text.

· Content on your Slides should be double-spaced

· Use bullet points – 6-8 words per line; 4-7 lines per slide; Font – preferably Arial, Verdana or Calibri (sans serif) size 18

· Your presentation format should be professional and use a professional theme to make it interesting in appearance to keep your audience’s attention

· Stay with the same theme of graphics throughout your presentation. For example use all clip art, all photograph, etc.

· Proofread and Spellcheck (including what you write in the Notes section)!

· Read your Notes out loud to yourself to see that the presentation flows well from start to finish and that the words you read correspond to and complement what is shown on the slide without just repeating it

· Use the Grading Rubric below to be sure you have covered everything.

· Submit your presentation via the Group Assignment Folder as a Microsoft PowerPoint document (or a presentation format that can be read using PowerPoint) with
your group name first in the filename.

Individual Assessment of Group Member Participation

At the conclusion of Group Project 2, each team member will rate the overall group participation of each of the team members, but not himself or herself. These ratings will be based on the person’s participation in the group project, using the instructions provided in the individual assignment, Group Project 2 Participation Assessment. The report will be submitted via the (individual) Assignments Folder as either a Word or Excel file and is due on the date Group Project 2 is due.

Grading Rubric for Group Project 2

The group project will be graded based on the rubric below. The instructor will determine whether all members of a group will receive the same grade, or will have their grades influenced by the group members’ ratings of their individual participation.

Criteria

90-100%

Far Above Standards

80-89%

Above Standards

70-79%

Meets Standards

60-69%

Below Standards

< 60%

Well Below Standards

Possible Points

Introduction or Outline

5 Points

A sophisticated introduction or outline sets the stage for the presentation.

4 Points

A well-written introduction or outline sets the stage for the presentation.

3.5 Points

The introduction or outline adequately sets the stage for the presentation.

3 Points

The introduction or outline does not adequately set the stage for the presentation.

0-2 Points

No introduction or outline is included.

5

Summary of Case Studies

9-10 Points

The summary of each case study is clearly explained; covers all pertinent facts; is clearly derived from the case; and demonstrates sophisticated understanding of course concepts, analysis, critical thinking, and synthesis.

8 Points

The summary of each case study is clearly explained; covers most pertinent facts; is derived from the case; and demonstrates good understanding of course concepts, analysis, critical thinking, and synthesis.

7 Points

The summary of each case study is provided; each is aligned to the case; and demonstrates adequate understanding of course concepts, analysis, and/or critical thinking.

6 Points

The summary of each case study may not be clearly explained; may not be aligned to the case; and/or may not demonstrate adequate understanding of course concepts, analysis, and/or critical thinking.

0-5 Points

Minimal or no summary of the case studies is included. Or only 1 case is discussed.

10

Evaluation of Case Studies

18-20 Points

The evaluation of what was done right and wrong for the enterprise system implementation in each case study is convincing, fully explained and is directly related to the case study. The pertinent aspects of the case studies are compared and contrasted, demonstrating sophisticated understanding of course concepts, analysis, critical thinking and synthesis.

16-17 Points

The evaluation of what was done right and wrong for the enterprise system implementation in each case study is clearly explained and is directly related to the case study. The case studies are compared and contrasted, demonstrating thorough understanding of course concepts, analysis, critical thinking and synthesis.

14-15 Points

The evaluation of what was done right and wrong for the enterprise system implementation in each case study is explained and is related to the case study; case studies are adequately compared and contrasted; evaluation demonstrates adequate understanding of course concepts, analysis, critical thinking and/or synthesis.

12-13 Points

The evaluation of what was done right and wrong for the enterprise system implementation in each case study may not be clearly explained or may be only partially related to the case study; case studies may not be adequately compared and contrasted; and/or the evaluation does not demonstrate an adequate understanding of course concepts, analysis, and critical thinking.

0-11 Points

Minimal or no evaluation is provided. Or only one case is discussed.

20

Considera-tions

32-35 Points

The considerations are fully explained and clearly appropriate, and adequately cover: benefits and limitations of enterprise systems, determining the best fit for the organization, implementation planning and success criteria. Slides presented that thoroughly articulates the greater application to an enterprise architecture. Demonstrates sophisticated understanding of course concepts, analysis, critical thinking and synthesis.

28-31 Points

The considerations are clearly explained and appropriate, and adequately cover: benefits and limitations of enterprise systems, determining the best fit for the organization, implementation planning and success criteria. Slides presented that clearly articulates the greater application to an enterprise architecture. Demonstrates thorough understanding of course concepts, analysis, critical thinking and synthesis.

24-27 Points

The considerations are explained and are appropriate, and cover the following: benefits and limitations of enterprise systems, determining the best fit for the organization, implementation planning and success criteria. Slides presented that touches lightly on the application to an enterprise architecture. Demonstrates thorough understanding Demonstrates adequate understanding of course concepts, analysis, critical thinking and/or synthesis..

21-23 Points

The considerations are not clearly explained and/or not appropriate, and/or may not adequately cover the following: benefits and limitations of enterprise systems, determining the best fit for the organization, implementation planning and success criteria; and/or does not demonstrate adequate understanding of course concepts, analysis, and critical thinking. Slides do not address the application to an enterprise architecture nor does it demonstrate a thorough understanding of the concepts.

0-20 Points

Considera-tions are minimally covered or not included.

35

Summary/ Conclusion

5 Points

Conclusion is convincing, effective and relevant. Demonstrates sophisticated analysis and critical thinking.

4 Points

Conclusion is effective and relevant. Demonstrates analysis and critical thinking.

3.5 Points

Conclusion is provided and is relevant.

3 Points

Conclusion is somewhat effective and/or relevant.

0-2 Points

No conclusion provided, or minimal effort shown.

5

External Research

9-10 Points

More than four scholarly sources (which may include the case studies) are incorporated and used effectively, contextualized, appropriately researched and supported, and synthesized with original arguments. Sources used are credible, relevant, and timely. Correct APA style is used for citations and references.

8 Points

More than four scholarly sources (which may include the case studies) are incorporated and used effectively, appropriately researched and supported, and support original arguments. Sources used are credible, relevant, and timely. Correct APA style is used for citations and references.

7 Points

Four scholarly sources (which may include the case studies) are properly incorporated and used. Uses APA format for references and citations.

6 Points

Two or fewer sources other than the class resources may be used; may not be scholarly sources; may not be properly incorporated or used to support arguments; may rely too heavily on the reporting of external sources, and/or are not effective or appropriate; and/or are not credible, relevant, or timely. May not use APA format.

0-5 Points

No external research is incorporated or reference listed is not cited within text.

10

Presentation Format

13-15 Points

Presentation is clear and concise, and supported by complete and appropriate notes.

It reflects effective organization and creative design; appropriate focus for the intended audience; correct structure of slides, uses course vocabulary and concepts, correct grammar and spelling; presented in a professional format for an oral presentation; references are appropriately incorporated and cited using APA style as indicated in the instructions.

12 Points

Presentation is complete and clear, and supported by appropriate notes.

It reflects effective organization and correct structure of slides, keeps audience in mind, may have few grammar or spelling errors; presented in a professional format; uses course vocabulary and concepts; references are appropriately incorporated and cited using APA style as indicated in the instructions.

10-11 Points

Presentation is complete and supported by notes.

It includes correct structure of slides; may have some grammar and/or spelling errors; references are appropriately incorporated and cited using APA style as indicated in the instructions.

9 Points

Presentation has few notes, and/or is not well organized, and/or is not focused on audience, and/or contains several grammar and/or spelling errors; and/or does not follow APA style for references and citations as indicated in the instructions.

0-8 Points

Presentation includes very few or no notes; is extremely poorly done and/or does not convey the information or shows little effort.

15

 

 

 

 

 

TOTAL Points Possible

100

03/15/2019

ifsm

1 IFSM311 UMGC

DMV Case Study

Purpose of this Assignment
(The information below is excerpted from the Virginia Department of Motor Vehicles’ RFP 154:7-

061, DMV CSI Systems Redesign Project, available from under Content>Course

Resources>DMV_CSI_RFP_083107_Final_Release. Corresponding page numbers from the RFP are

given in parentheses at the end of each lettered section heading.)

A. DMV Organizational Overview (p. 2)

The Department of Motor Vehicles (DMV) is a governmental agency in the Executive Branch of

Virginia state government. Under the direction of the Secretary of Transportation, DMV administers

motor vehicle and tax related laws for the continued benefit of all citizens of the Commonwealth of

Virginia. Specifically, DMV administers motor vehicle titling and licensing laws, driver’s licensing

laws, transportation safety laws, tax laws, and other motor vehicle-related laws and regulations as

directed by the Code of Virginia and Federal laws, as amended.

DMV employs nearly 2000 full and part-time employees to meet its daily mission of providing

transportation services to customers in Virginia. These employees provide services via one

centralized administrative Headquarters located in Richmond, Virginia as well as 74 Customer

Service Centers (CSC’s) and 13 Motor Carrier Service Centers/Weigh Stations (MCSC’s) dispersed

throughout the state. In addition, some services are provided at more than 40 DMV Select offices

located throughout the state. DMV Selects are a service alternative to visiting a full-service DMV

Customer Service Center. Local governments and private entities contract with DMV to provide

secure, select DMV transactions at convenient locations.

DMV provides a multitude of services to private citizens, transportation entities, courts, law

enforcement agencies, government agencies, insurance companies, and related transportation clients.

The most commonly provided DMV services include:

• Credentialing – This includes the provision of driver testing and licensing, vehicle titling and
registration, credentialing of commercial motor carriers, and regulatory licensing functions

such as fuel distributors, rental car companies, dealers, commercial driver training schools,

driver improvement clinics, and 3rd party testers.

• Tax processing – This includes support for the calculation, collection, accounting, and
reporting statistics for all tax filings (including IFTA, tax on fuel, and tax on motor vehicle

rentals) as well as support for an external/taxpayer audit function.

• Oversight of related programs such as transportation safety and information management

Due to the nature of DMV business processes, the type of work performed by the agency requires

substantial use of automated systems. It is imperative that the agency operate its programs and

facilities in an efficient manner, incorporating into its operation those technological developments

and automated solutions that will enhance the delivery of services to DMV’s various transportation

clients.

2 IFSM311 UMGC

B. The Opportunity (p. 1, pp. 2-3)

DMV has decided to undertake a systems redesign they are calling CSI:

• Customer-centric

• Service Oriented

• State-of-the-art

• Secure

• Intelligent

• …..CSI

The DMV CSI Systems Redesign project focuses on the fragmented processing of DMV’s core

business areas of credentialing, tax processing, and financial management. The purpose of the CSI

effort is to transform these fragmented and outdated systems into one modernized system that is

responsive to the ever-changing needs relating to internal security, homeland security, legislative

mandates, and customer relationship management.

As we move forward with this endeavor, DMV has a unique opportunity to revolutionize the

agency’s approach to fulfilling its mission, carrying out core functions, and delivering service. DMV

intends to fully integrate processing while incorporating and leveraging the full functionality and

benefits of proposed technology solutions as well as the technology already in place.

The scope of the DMV CSI Systems Redesign project is based on utilizing a fully integrated system

to serve and manage our customers, our contractual business partners, and our stakeholders. The

scope includes, but is not limited to credentialing, tax processing, and financial management.

The CSI Redesign consists of the following components:

• User interfaces for Headquarters, Weigh Station, and Customer Service Center staff, DMV
Selects, Internet, Touchtone, cyber sites, and selected business partners (online dealers,

Commissioners of the Revenue, insurance companies, motor carrier companies, etc.)

• Core business services

• Infrastructure services to manage access rights, perform audit and system logging functions, a
business rules engine, a message broker to facilitate communication between components and

with external system interfaces, transaction suspense capability, and a correspondence

module.

• Data stores, business intelligence to provide regular and ad hoc management reports, audit
reports and fraud alerts, and other applications, and

• Interfaces to other systems, such as DMV’s Purchasing, Inventory, and Payables System
(PIPS), Department of Accounts (DOA), Treasury, Unified Carrier

Register (UCR) repository, Centralized Accident Processing System (CAP), Traffic Records

Electronic Data System (TREDS) which will replace CAP, Hauling Permits, Virginia Criminal

Information Network (VCIN), DMV’s Human Resource system, etc.

C. The Current Environment (pp. 6-7)

1. Overview of Existing Customer Service Center (CSC) Environment

3 IFSM311 UMGC

Each CSC has the capability to house its own hardware and software supporting the citizens of the

Commonwealth utilizing server virtualization and operating system streaming to reduce the support

costs associated with distributed systems.

The main technologies utilized are based on Ardence Desktop Edition (www.ardence.com) to stream

the Windows operating system to the desktops. VMWare ESX server is utilized to host virtual

Windows 2003 based servers.

DMV CSCs are connected to the DMV HQ via T1 speed circuits. The HQ WAN connections are

enhanced by the use of F5 WANjet appliances. DMV CSC’s also have frame relay circuits

connecting them to the Virginia Information Technologies Agency (VITA) data center for SNA

Mainframe traffic only.

All servers in each branch must support being virtual servers. This allows DMV to centrally manage

and deploy servers without having to procure or replace server hardware as systems are introduced,

upgraded, or replaced. Servers can be deployed from the central DMV support system utilizing the

existing DMV Virtual Server Farm. DMV has a pair of HP Proliant DL360s fiber connected to an HP

MSA1000 SAN for Virtual Machines. All connections to the SAN are through the DL360s and

Virtual Servers. The current storage capacity of the MSA1000 is approx.. 1TB of storage. Disk space

can be provided via Windows 2003 Virtual Servers.

All workstations have the operating system streamed (OSS) via Ardence Desktop Edition. This

allows DMV to centrally manage and update one system image for all machines at the DMV CSCs.

The internal hard disk on each workstation has been deactivated as the operating system is streamed

but can be enabled if necessary. Also, Ardence Desktop Edition provides a full Windows XP Pro

Operating system, not an XP embedded or thin client OS. This allows any device with the proper

drivers installed in the master image to work on the DMV OSS Workstations. DMV has deployed HP

dc7600 slim line PC’s for the OSS Workstations.

User authentication, authorization, file and print, and group policies are provided locally at each CSC

via Virtual Windows 2003 Servers.

Each CSC presently has its own software to support the citizens of the Commonwealth for driver

licensing and vehicle registration utilizing CSCNet (Customer Service Center Network) written in

the Software AG language Natural, in a Unix environment.

2. Overview of Existing DMV HQ Computing Environment
At its Headquarters location, DMV operates a Novell v6.5 LAN.

Customer Service Center PC’s connect to the HQ LAN via the WAN. DMV PC’s operate in either a

Windows 2000 or XP Pro SP2 environment.

Novell GroupWise v7.x is used for e-mail. Netware for SAA is used for 3270 emulation with the use

of Powerterm to access CSS.

3. Overview of Existing Citizen Services System (CSS)
The CSS System is a mainframe application system running in the OS/390 environment at VITA.

DMV’s application programs are built using the Software AG products ADABAS, Natural, and

COMPLETE. CSS is DMV’s primary information system that is used for storing information on

customers, their addresses, their driver history, vehicle registration and titling information, etc.

4 IFSM311 UMGC

This system is accessed from the CSCs via a private Frame-Relay network, and from the DMV

Headquarters location via a private DS3 serial connection. CSS is also accessible via the EAI layer

described below via XML web services.

4. Overview of Current DMV Enterprise Application Infrastructure (EAI)
DMV’s current EAI is a service-based architecture utilizing a variety of techniques. The preferred

mechanism to interact to DMV’s EAI is via web services. DMV provides high-availability services

to the mainframe, databases, and a variety of other DMV systems.

Presently DMV utilizes Windows based servers as Presentation, Business Logic, and Data Access

servers. DMV Servers are secured based on current industry standards provided by the NSA, SANS

Institute, etc., as well as those published by VITA. Servers are designed with standardization across

all machines. DMV utilizes both physical and virtual servers (VMWare ESX Server) based on need

and activity.

Document and image management, storage, retrieval, and workflow services are provided by Hyland

Systems OnBase application.

DMV’s present enterprise database platform consists of a high-availability Oracle 10g RAC 2 node

cluster and a SQL Server 2005 failover cluster both utilizing fibre channel storage.

The DMV Enterprise Application Infrastructure (DMV-EAI) is designed with security and

standardization as the core set of principles required to provide maximum uptime to applications and

customers.

DMV’s present development environment for enterprise applications is based on the Microsoft .NET

development platform (VB.NET and C#).

5. Overview of Other Outlets

DMV has several outlets that utilize a combination of technologies defined above. These outlets and

systems provide core services to internal and external customers of DMV. They are highlighted

below and are not all-inclusive of all outlets, yet provide the necessary sampling of technology

implementation for reference purposes:

DMV Select: DMV Select allows selected business partners to provide core DMV services to the

citizens of the Commonwealth. They utilize a smart client application to perform vehicle related

transaction processing. Select offices utilize the public Internet over a secure channel to access the

core services available on CSS. The access is provided by the EAI listed above to interact with CSS.

MCSC (Motor Carrier Service Center): The MCSC offices utilize a variety of applications to

perform their daily activities. They have access to CSCNet as well as several intranet applications

that interact with CSS via the EAI listed above. They utilize a combination of smart client, intranet

web applications and Powerterm to access CSS via a 3270 client.

3rd Party Systems: DMV has several 3rd Party hosted systems that support various business

functions. Examples include ACS, Digimarc, etc. These systems utilize various technology sets and

platforms that interact with the core platforms identified above.

5 IFSM311 UMGC

D. CSI Redesign Objectives (pp. 8-9)

1. Providing improved access to information through single sign-on and limiting access to

data, fields and values, screens, system processes to only authorized users, improving user

authentication, segmenting and tracking access based on user roles and responsibilities (role-

based security model capabilities), and creating a new ability for users to generate ad hoc

reports.

2. Enhancing security, customer ID verification, and fraud prevention by eliminating

duplicate customer records and creating a true single customer record, tracking patterns of

suspicious activity (customer and employee), producing automated exception reports and

creating systems alerts to potential safety, security, and risk management issues, and

restricting access based on user roles and responsibilities and accommodating multiple

authentications based on segregation of duties.

3. Automating audit requirements and oversight by tracking user activity in a standard

manner and creating a single data store.

4. Consolidating disparate applications by replacing multiple systems with a single integrated

data store, integrating multiple applications through core modules (such as user interfaces,

core business services, infrastructure related services, interfaces, etc.), and providing a

financial services component, as well as a tax processing component, with enhanced tracking

and netting capabilities.

5. Improving efficiencies by incorporating best practices and re-engineering all processes

within the project scope (at a detailed level as part of developing a detailed system design

during the detailed design forum).

6. Implementing a customer-centric model that effectively supports customer relationship

management.

7. Increasing alternative service channel usage by allowing most transactions to be offered

through multiple channels.

8. Migrating toward electronic credentials to provide the type of controlled access needed for

authorized entities to verify the existence of electronic credentials, including photographic or

other images as may be required.

9. Accommodating interoperability and integration with business partners by providing a

consistent method to interface with business partners and a consistent message format for

exchanging data as well as creating the ability to effectively manage business partner

contracts and billing electronically.

10. Providing an integrated financial component, including integration of the agency’s ERP

(Oracle Financials), to facilitate a complete financial view of the customer (refunds due,

additional fees due, etc.) as well as an enhanced ability to allocate revenues to appropriate

accounts.

6 IFSM311 UMGC

E. Future State Business Process Model (pp. 14-18)

Each of the seven process areas identified in the CSI Future State Business Process Model are

described below, including the business functions supported by each as well as the

products/services provided. Please note that these processes and business functions are not listed

in priority order.

7 IFSM311 UMGC

1. Service Delivery

Service delivery supports all DMV access channels to provide a 360-degree view of a DMV

customer by collecting all relevant data. All customer (including business partners, stakeholders, etc.)

and employee contact and activity must enter and exit through this process. Service Delivery will

coordinate all support functions of the contact activity including the ability to support a shopping cart

concept for multiple transactions, payment processing and netting, inventory processing, and release

of the final product.

2. Credentialing

The credentialing process rolls the credentialing functions of driver, vehicle, motor carrier, and

regulatory licensing functions such as fuel distributors, rental car companies, dealers, commercial

driver training schools, driver improvement clinics, and 3rd party testers into one, all-inclusive

process. A credential can be issued, updated, or renewed, a privilege reinstated or taken away, and

compliance to requirements is monitored. A credential would also include the creation of PINs, Use

Agreements, and any other DMV product or service requiring formal authorization or approval.

3. Tax Processing

Tax Processing manages the processing of tax returns and posting the tax payment as well as

taxpayer audit support functions.

4. Financial Management Services

Financial Management Services handles reconciliation and distribution of revenue of all payments

from DMV transactions as well as grant and contract administration.

5. Inventory Management

Inventory Management tracks the consignment of controlled inventory and assets.

6. Business Intelligence

Business Intelligence will provide the ability for retrieving and reporting information on DMV data.

There will be the ability to compile data in such a manner that will be meaningful to the end user

(including decision makers at DMV, external entities, etc.). This will include key performance

indicators such as customer wait time and cost per transaction. Once the data is presented, there will

be a decision support tool to assist DMV managers so that various alternatives can be compared. BI

will also support automated and ad hoc reports (e.g., enabled by Use Agreements) and assist in

identifying fraud through periodic audits.

7. Administer Infrastructure

Administer Infrastructure will give DMV the necessary flexibility for business users to be able to

change their workflow and business rules as needed. Additionally, DMV staff with the appropriate

roles and permissions will be able to control system credentials, access, and data management roles

such as PINs and Service Agreements. This module also supports the call center help desk and mail

processing.

8 IFSM311 UMGC

Reference
Commonwealth of Virginia. Department of Motor Vehicles. (2007, August 31). DMV CSI systems

redesign project. Request for Proposal (RFP) 154:7-061. Originally retrieved from

http://www.dmv.state.va.us/csi/pdf/rfp.pdf

________________________________________________________________________________

©University of Maryland Global Campus

9 IFSM311 UMGC

10 IFSM311 UMGC

Each of the seven process areas identified in the CSI Future State Business Process Model are

described below, including the business functions supported by each as well as the products/services

provided. Please note that these processes and business functions are not listed in priority order.

1. Service Delivery

Service delivery supports all DMV access channels to provide a 360-degree view of a DMV

customer by collecting all relevant data. All customer (including business partners, stakeholders, etc.)

and employee contact and activity must enter and exit through this process. Service Delivery will

coordinate all support functions of the contact activity including the ability to support a shopping cart

concept for multiple transactions, payment processing and netting, inventory processing, and release

of the final product. July 2014 8

11 IFSM311 UMGC

2. Credentialing

The credentialing process rolls the credentialing functions of driver, vehicle, motor carrier, and

regulatory licensing functions such as fuel distributors, rental car companies, dealers, commercial

driver training schools, driver improvement clinics, and 3rd party testers into one, all inclusive

process. A credential can be issued, updated, or renewed, a privilege reinstated or taken away, and

compliance to requirements is monitored. A credential would also include the creation of PINs, Use

Agreements, and any other DMV product or service requiring formal authorization or approval.

3. Tax Processing

Tax Processing manages the processing of tax returns and posting the tax payment as well as

taxpayer audit support functions.

4. Financial Management Services

Financial Management Services handles reconciliation and distribution of revenue of all payments

from DMV transactions as well as grant and contract administration.

5. Inventory Management

Inventory Management tracks the consignment of controlled inventory and assets.

6. Business Intelligence

Business Intelligence will provide the ability for retrieving and reporting information on DMV data.

There will be the ability to compile data in such a manner that will be meaningful to the end user

(including decision makers at DMV, external entities, etc.). This will include key performance

indicators such as customer wait time and cost per transaction. Once the data is presented, there will

be a decision support tool to assist DMV managers so that various alternatives can be compared. BI

will also support automated and ad hoc reports (e.g., enabled by Use Agreements) and assist in

identifying fraud through periodic audits.

7. Administer Infrastructure

Administer Infrastructure will give DMV the necessary flexibility for business users to be able to

change their workflow and business rules as needed. Additionally, DMV staff with the appropriate

roles and permissions will be able to control system credentials, access, and data management roles

such as PINs and Service Agreements. This module also supports the call center help desk and mail

processing. July 2014 9

12 IFSM311 UMGC

Reference
Commonwealth of Virginia. Department of Motor Vehicles. (2007, August 31). DMV CSI systems

redesign project. Request for Proposal (RFP) 154:7-061. Originally retrieved from

http://www.dmv.state.va.us/csi/pdf/rfp.pdf

IFSM

 

please discuss why it is important to ensure an alignment between business processes, the architecture, and the vision of the organization, and answer ONE of the following questions:

  1. Why is it so important to establish an Enterprise Architecture Governance framework?
  2. What are some of the most important characteristics relevant to EA governance?
  3. How does this transform “change management”?