1

Vision & Leadership:

“Vision without execution equals hallucination.” Noel Tichy, University of Michigan Business School, August 2003

2

Data(What)

Function(How)

Network(Where)

People(Who)

Time(When)

Motivation (Why)

Objectives/Scope

List of things important to the enterprise

List of processes the enterprise performs

List of locations where the enterprise operates

List of organizational units

List of business events/cycles

List of business goals/strategies

Conceptual

(Owners’ View)

Entity relationship diagram

Business process model

Logistics network

Organization chart with roles, skill sets, security issues

Business master schedule

Business rules

Logical

(Architect’s View)

Data model Essential data flow diagram; application architecture

Distributed system architecture

Human interaction architecture (roles, data, access), security requirements

Dependency diagram, entity life history (process structure)

Business rule model

Physical

(Designer’s View)

Data architecture (tables and columns); map to legacy data

System design

System architecture (hardware, software types)

User interface (how the system will behave), security design

“control flow” diagram

Business rule design

Build & Implement(Programmer’s View)

Data design, physical storage design

Detailed Program Design

Network Architecture

Screens, security architecture (who can see what?)

Timing definitions

Rule specification in program logic

Functioning System

Converted data Executable programs

Communications facilities

Trained people, using the system

Business events

Enforced rules

M

O

T

I

V

A

T

I

O

N

O

R

G

A

N

I

Z

A

T

I

O

N

B

U

S

I

N

E

S

S

3

BJA Diagram

Source: Adapted from The challenge of crime in a free society. President’s Commission on Law Enforcement and Administration of Justice, 1967. This revision, a result of the Symposium on the 30th Anniversary of the President’s Commission, was prepared by the Bureau of Justice Statistics in 1997.

4

CJ Business Modeling

Blue = Domain

Red = data exchange

Rectangle = process

5

What is a Process?

The way work gets done

6

What Is a Process Map?

A visualization of how work is getting doneHow is it different from a flow chart?“Is” and “Should” process maps

7

Why Process Mapping?

Facilitate communicationIdentify internal and external customersIdentify current disconnects and inefficienciesEach process step and “hand-off” is a potential for error, misunderstanding, waste!Develop measures (“milestones”)Identify and prioritize improvementsJob aidTraining

8

The Big Picture

A process does not occur in isolationA system and its subsystemsSystems thinking: Improving the performance systemCounty government: Intra- and inter-agency processes

9

Kalamazoo Process Map

Source: Kalamazoo Criminal Justice Council, 2002 Felony Case Systemwide Process Map accessed 5/26/03 at:http://www.kcjc.org/projects/mapping/maps.html

10

Exchange Dimensions

EventAgencyExchange ConditionInformation Document Source

Data Source

11

Demo of Excel

12

What is Integration?

“The ability to access and share critical information at key decision points throughout the justice enterprise.”

13

Integration Principles

Data should be captured at the originating point, rather that trying to reconstruct it down line

Data should be captured once and used many times

The integrated system should be driven by the operational systems of participating agencies

Justice agencies should retain the right to design, operate and maintain systems to meet their own operational requirements

14

Integration Principles

Integration will build on current infrastructure

Security and privacy will be priorities in development of integration capabilities

Establishing and confirming the positive identity of the subject is crucial

Opportunity to analyze and reengineer justice business processes

15

Integration Outcomes

Ability to exchange info based on locally defined rules

Minimize redundant data entry

Provide event notification

Provide data access control

Reduce paper transfers

Maximize data integrity

Ensure appropriate privacy and security

Expedite Inter-agency data transfer

16

Justice Information Sharing

Where are we?Where do we want to be?Why do we want to be there?

17

Justice Enterprise Architecture

How do we get there?

18

Enterprise Organization

19

The Only Enterprise “Bad Guy”

20

Advocating your Vision: Creating Buy-In

In the end, your vision is only as your commitment to the execution of it. Governing Magazine, August 2000

21

Group Exercise

Who are the stakeholders???

And…

How do you communicate your vision?

22

The Next Step:

Governance or Oversight

23

SEARCH Governance Model

Executive CommitteeChief, Sheriff, Command Staff

Creates the VisionRemoves Obstacles

Operational Committee“Business Experts”

Develops Operational Requirements

Technical CommitteeTechnical Staff

Makes Operational Requirements WorkAssesses Existing and Proposed Tech Solutions

Project ManagerOversees Entire Project

Ad Hoc Committee Ad Hoc Committee Ad Hoc Committee

24

Arch Triangle

NASCIO: Enterprise Architecture Framework

Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 16. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

25

NASCIO Framework Topology

Architecture Blueprint

Business

Architecture Framework

Architecture Governance Framework

Architecture Governance Framework Business Architecture Framework Technology Architecture FrameworkArchitecture Blueprint

influences

influences

Technology

Architecture Framework

Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 31-32. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

26

Governance Role

Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 31. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

27

Architecture Governance Primary RolesRole Type Significance Time Combined

With

Overseer Committee Helpful Part-Time

Champion Individual Critical Part-Time Advisor/ Manager

Manager Individual Critical Full-Time Champion/ Communicator

Documenter Committee Critical Part-Time SME, Suppt, Projt Team

Communicator

Individual Critical Part-Time Reviewer/ Manager

Advisor Either Necessary Part-Time Champion/ Reviewer

Reviewer Committee Critical Part-Time Communicator/ SME, Suppt, Proj Team

Audience Either Necessary Part-TimeSource: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 33. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

28

Planning Model

Perceive NeedPerceive Need

Bring Key Stakeholders Together

Bring Key Stakeholders Together

Develop Governance StructureDevelop Governance Structure

Develop Decision-Making Process

Develop Decision-Making Process

Develop Goals

Determine Project Scope

Complete Needs Assessment

Create Information System

Assess Costs and Secure Funding

Implement SystemImplement System

Inform & Educate Community

Inform & Educate Community

Evaluate & Maintain SystemEvaluate & Maintain System

INFORMATIONINFORMATION INTEGRATIONINTEGRATION

PLANNINGPLANNING MODELMODEL

Influence of Critical Issues Project Management Vendor Issues Business Process Reengineering Privacy Requirements Funding Acquisition Strategies Security Requirements Basic Technology Design Data Integrity

Acquisition Management

Conversion Planning

1 32

4

78

65

9 1110

$

$

$

$

$

Funding on hand required; external payables likely.

Source: IACP. Toward Improved Criminal Justice Information Sharing: An Information Integration Planning model. 2000.

29

Governance ModelsSome More Examples-

Arkansas StateKansas StateVirginia Beach, VASan Diego, CA

30

Arkansas State

Arkansas State Architecture Governance Model

Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P.47. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

31

Kansas State

Kansas State Architecture Governance Model

Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P.49. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

32

Virginia Beach

Virginia Beach Architecture Governance Model

Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 59. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm

33

San Diego

San Diego CA Architecture Governance Model

Source: NASCIO. Enterprise Architecture Tool-Kit v2.0, 2002. P. 57. Accessed on 5/26/03 at: https://www.nascio.org/publications/index.cfm