 the National Defense Industrial Association, better known as NDIA. He's got over 30 years experience with technology, business management, and strategy, including defense acquisition, international information technology, consulting, aerospace, nuclear power, and education. His experience in defense work began upon entering the US Air Force in 1976, where he served four years as an astronautical engineer responsible for the integration of experimental payloads with the Minuteman, Minuteman one ballistic missile. Okay, we're not going to argue with that, are we? Okay, so in this session he's going to take a look at the outcome-driven government and the move towards agility in architecture. So please give a big warm open group welcome to Dave Cheesebrook. Thank you, Alan. So click her up there. So Alan, thank you for inviting us to participate in this event today. It's a real honor and a pleasure to be here. And the comment that I'm obliged to make to you in this position on the agenda is that I stand between you and lunch. And I'm going to try to work through my 45 slides in a relatively quick manner. But I hope you had a lot of nourishment during the break. Actually, I'm going to try to give you an overview of what we're talking about here. And I loved the presentation that Joanne just gave because change is what we're all about. Well, experience change and change is exactly what's happening in government and industry today where enterprise architecture is concerned. Hence, outcome-driven government was really a look at how do we make enterprise architecture more aligned with outcomes in government and less aligned with bureaucracy and hierarchy and documents and that sort of thing, which frankly in today's environment in government don't sell. Funding is not there for large enterprise architecture organizations. And so EA tends to suffer a bit. So we're going to address that a little bit in today's presentation. And I encourage you to interact. Ask questions, make comments. Please don't throw food. But other than that, please interact with me as we go along. So where are we in IT? Well, IT is always being transformed. You know, we lived through the period of Moore's Law where every 18, 20 months or so capabilities for processors and storage, et cetera, were doubling and changing. We're now in a period though where that kind of capability is driving how we do things. So it's not just putting as much computing power in your pocket as you used to have on your desktop. It's about changing the way we do things. So what in that context does enterprise architecture look like? So we began to ask this question not out of examination of EA per se, but over a course of several years looking at agile software development in government. And we began then to look at capability releases, you know, faster cycle times, and ask the question, what does this do to EA? And we came at this from the perspective of seven years having run the Defense Department's Enterprise Architecture Conference. And I'm some of you, most of you, probably familiar with DODAF. It's a little intimidating for me as an observer of all this to be up here talking to the doers of all this, enterprise architects and technologists. But I think the observations are, you know, that we have come from a point where with DODAF, for example, you could have a big repository with a lot of documents and a lot of views and take a lot of time and have big architecture organizations to a point where none of that is viable anymore. So where is government in this whole digital transformation? Well, they lag commercial and they lag it by quite a bit. I'm probably not telling you anything you haven't already considered or realized. But government today is attempting to transform. So we have recently done an event with OMB and a number of federal agencies on the Federal Information Technology Acquisition Reform Act. We have relationships with the U.S. Digital Service and 18F. Digital Playbook and Techfire came out of these organizations. This is an attempt by this current administration to bring government IT into the modern world. That's a big, big ask. And that involves a lot of change and a lot of change management. Section 901 of the current NDAA, does anybody not know what NDAA is? The National Defense Authorization Act. There's a section in there that requires the Defense Department to combine their Chief Information Officer function with their Deputy Chief Management Officer, bring those together into an Undersecretary of Information and Business Process. And the legislation makes that the number three position in the department giving it precedence above the Undersecretary of Defense for Acquisition, Technology, and Logistics. That organization, as you know, being the chief acquirer of all things defense. This is unprecedented kind of change and we have yet to see how that's all going to work out. Digital ecosystem transforms the business landscape. Some of you are sitting out there right now, probably bored with this presentation. You've gone on Amazon, you're trying to look for the next book, or you've gone to Netflix and you're looking for the next movie, right? We have transformed the way we access information and the way we use information. I've seen some studies that say in a year or two there'll be more appliances on the planet than people. We all have multiple appliances. You've got tablets, you've got netbooks, you've got cell phones. So access to information has changed the way we do things. In a software defined everything environment. So software defines everything that we do and Internet enables everything. So now we talk about the Internet of everything or the Internet of things. Everything being connected. Everything from my cell phone to my refrigerator to a webcam in my kid's room. I mean everything is connected on the Internet now. That means that consumers really are defining technological business trends. So it's the consumer no longer taking what they're given but seeing something great out there and going and getting it. And that has a huge impact on business models. We'll talk about that in a minute, but have any of you ever read the Eric Reese book on business models called Lean Startup? Anybody read that book? If you haven't read that book, I recommend you pick it up and read it. And read it with an eye towards architecture. Read about entrepreneurship, innovation. You've heard of Clayton Christensen and his innovation models or disruptive innovation or sort of sustaining innovation. All of this is really about change, which is why Joanne's presentation was so great to be able to listen to. So digital ecosystem changes everything. There's an app for that. That's what we say now. Anytime you want something there's an app for that. So what is digital transformation? Well, this comes from a presentation that Jason Bloomberg gave to our outcome driven government group a while back. And it's kind of his take on what digital transformation does. Anybody know who Jason Bloomberg is? I'm surprised that you haven't read some of his posts in the Forbes magazine blog on enterprise architecture broken. Is it dead? He's been kind of a controversial figure where that goes. But he's got some good ideas. And one of them is that this notion of digital transformation is end user pressures driving technology and organizational change. That's a whole notion of we're being driven by consumers now. We're not being driven by suits in executive offices saying, I think this would be a good idea. We're driven by what consumers want to have as the technology rolls out and is presented to them. So that makes enterprises rethink the roles that they play. How they serve citizens in the terms of the government. That's what USDS is all about. Citizen facing services. You're probably maybe even painfully aware of the botched roll out of the healthcare.gov. They brought a gentleman from Google in to fix that problem. And he now runs the US digital services group under OMB and the executive office of the president. So the whole focus is how do we serve citizens better? And in doing that we have to be more agile. So then the question then becomes looking back down the chain, what does enterprise architecture look like in that context? What's the role of IT? How do you build and manage teams? And how do those teams innovate? So IT transformation reshapes business models. Lean startups. New approaches to product development. Do things quick. Test it out with a consumer. Make changes as you go. Don't spend years and years developing a product and then launch it only to find out there's no market for it. The process particularly in a digital environment of rolling new products out has changed. That's why I recommend that book Lean Startup. It'll kind of open your eyes to what companies like Redbox, like Intuit. Anybody use Intuit's tax programs when you do your income tax? I hate to bring that up. So Intuit is an interesting example of taking these kinds of concepts and they used to roll out their products once a year. Tax time came around and they did have a big launch of this year's tax software. Everybody would buy it in the six months leading up to April 15th and that would be that. They're now into this continuous innovation cycle where they now roll out 500 different changes or products throughout the course of a year. Including an app where you can take a picture of your W2 and then online you can have your 1040 EZ filled out for you. Just through using your cell phone and taking a picture of your W2. These kinds of changes that are impacting us not only from our experience with them but from an enterprise perspective. And again, so what does enterprise architecture look like in the context of this environment? The web business challenges really all businesses. General Motors, Merck, anybody who's doing business today who you might think of as a large traditional corporation is challenged by having to offer services to their consumers online. And do this in a very innovative and changed environment. So what is enterprise architecture? This slide probably is not necessary for a group like this, but it is a conceptual blueprint that defines structure and operation of an enterprise or an organization. Aligning business applications, processes, data and information and technology perspectives, right? Isn't that what we want enterprise architecture to do is to bring all of that into alignment so we can make good decisions? So what changes in our enterprises today? Business processes, applications, data and information, products and services, technology, everything that enterprise architecture is supposed to align with the goals of the organization changes. What does that mean for EA? It means EA has to be agile. It has to be adaptable. It has to be flexible. And the pace of change in this digital environment is accelerating. Change, change, change. That's really what the world is all about. So what does architecture look like in a digital context? I don't have the answer to that question. But here's some observations. So digital technology begins with the end user touch point. That's your iPad, your cell phone, any appliance you have that uses the internet and connects you with information. So it's web and mobile apps. Web and mobile apps include a lot of third party services. So you're touching other organizations as well. And they generally run in the cloud, architectural considerations. You use rest or soap when you're running cloud apps. But they also connect back to databases, systems of record, and those can be run in the cloud or on premise. Does any of this sound like architectural concepts and applications and impacts to you? Because it does to me. So you see people talking about agile software development, DevOps, other things. And they'll say, we don't need documentation. We don't need no stinking architecture. Architecture is absolutely necessary. Too little does what? It invites chaos. Anybody do anything that they want to. How does an enterprise, a business, a government agency move forward along a particular path to achieve a goal if anybody can do anything they want to? That won't work. Too much architecture, too many documents, too many reviews, too much database filling out and things like that stifles innovation. So how much architecture is enough? I think personally that that's all contextual. It kind of depends on what kind of business you are. It depends on what kind of government agency you run. So no one size fits all approach will work for enterprise architecture. But I believe that frameworks are an absolute key to tailoring EA. One of the things that we're finding is that instead of architecture departments now, architects are being embedded in the field, in developer organizations. At Capital One, they took their architectural organization, dispersed it across the whole company because they do rapid development of applications for customers and for compliance issues, things of that nature. So the architects really have now become developers. So again, the question is not just what does enterprise architecture look like as a thing, but where does it live in an organization? Where are your enterprise architecture experts? Where should they be? And I believe, again, that's all contextual. Togaf is a global EA standard. It would be remiss of me to come to this event and not mention Togaf. And one of the things that Togaf works to do is ensure that everyone speaks the same language. I loved the Dilbert cartoons that Joanne had in her presentation. And I wish I had thought of bringing some animation here to put in my presentation because what I would have chosen were Minions from Despichol Mimmi who speak a language that nobody can understand, right? Gibberish. Well, sometimes, to business leaders, that's what architecture sounds like. So we need to have a common language so that architects can work with the leaders of the business to get them to understand the value of architecture. What does architecture really do for a business? It enables things, but it's not a product. Unless you're an architectural tool company, you can't take it and sell it. So it's kind of like that old commercial, I think it was BASF that said, we don't make the thing, we make the stuff in the thing better. Remember that? Some of you might be not old enough to remember that. Well, that's kind of what architecture is. So how do you convince business leaders who have tight budgets in the commercial sector? They have quarterly profit goals and reports and things of that nature. In government, they have budgets that have to be approved on an annual basis. How do you get them to invest in the thing that will make their products better? And you do that through communication so this notion that we have a common language that everybody can speak and understand is very important. So questions for enterprise architecture in the digital world. What are appropriate artifacts? How much documentation is enough? We deal with that same question when we talk about agile software development. I think you have the same question with enterprise architecture. What does architecture contribute to enterprise agility? Businesses will change. How does architecture keep up? Because if architecture can't keep up, it becomes irrelevant and you don't want to be irrelevant. Enterprise resilience, the ability to respond to negative change, to recover from a cyber penetration, to have a continuity of operations plan that works, to provide data security, privacy and those sorts of things, managing the change and the risk and responding to competition. Because while you're out there changing, the competition is out there changing. And so you need to at least stay even and if not, get ahead of the competition. So what about this agile software? One of the things that I heard said recently about software developed through agile methods is that you're really building terrific working legacy software faster. So agile methods in building software really don't get you to business agility. So how can we plan for the unanticipated? And this is again where EA needs to consider how to be more agile to respond to business changes. So EA must enable business agility to have the flexibility in operating models keeping costs down, having a culture of productivity and innovation, a culture of change if you will. Adaptability, established business relations with new organizations, people who might have been competitors in one age now are partners in this age. Alignment, aligning the expectations of customers, the expectations of stakeholders, the expectations of management, society at large where things like ethics or green might be concerned. How do you balance all those? How do you align all those? Enterprise architecture is a great way to do this. And again, resilience, coping with and recovering from negative change. So I think the enterprise architecture challenges are to demonstrate relevance. If you can't demonstrate relevance, then you can't expect to be included in the business conversations. Avoid the trap of institutionalization. This is where DOD went wrong. And that DODAF became this big monolithic thing that was basically a square-filling exercise, did not have relevance to system developers, combatant commands. They couldn't understand why this thing over here that they had to pay for didn't really seem to be helping them do their mission. That's where I think we really need to make sure that outcome driven is a part of the enterprise architecture lexicon. What is the critical core of enterprise architecture? If you talk to Amazon, they maintain, or Apple for that matter, they maintain a set of core APIs that are inviolate, that cannot be altered or changed. If you want to have an app in the Apple App Store, there's certain application programming interfaces you must conform to, or you won't be there. Is that a perspective of enterprise architecture? And then we talked about the Capital One example, distributing architecture, the function of architecture across an organization, maybe with some centralized policy control, but making sure that architecture is a part of everything that the organization does. So this is our outcome driven government or group. We host conversations between government and industry on making enterprise architecture more useful for them, more agile. We've had 17 federal agencies participating in this group. Just recently we hosted the first implementation conference on FATERA. You can see that event at our website. We're doing an ODG meeting in conjunction with the 2015 EA East Conference that 1105 Media Group is holding in Washington, D.C. And if you want to know more about ODG, then you can visit our website with that link there at the bottom of the screen. So I want to thank you for participating. It's a pleasure, Alan, for me to be here. I hope this was useful for you as a non-architect observer looking at your profession. I hope you found some value in this. My contact information is there, so please feel free to contact me. Okay, thank you very much. We're just going to have a couple of quick questions so we move on. Have a seat from there. So what is DoD doing with the enterprise architecture? Are they doing anything at all or are they just building stuff? So a couple of years ago, the DOD-CIO unfunded all of the work that they were doing in DODF. Right. And as a substitute, they've said that their architecture effort is really the joint information environment. I think that that's probably not an acceptable substitute for the direction they were heading with DODF. We've been trying to engage with them on that, but they seem very focused on the JIE, and I don't think that really is going to answer all of the enterprise architecture problems that they have. No, no. No, it's unfortunate. So, yeah, I think most people agree that agility is important and lightweight agile doesn't mean there's no documentation. It goes along with it. But I think it would be useful. Every government around the planet is using enterprise architecture right now, so it would be good to see it back in DOD because we need them to do the right things. Anyway, thank you very much. Thank you.