Enterprise Architecture. Enterprise Architecture focuses on the strategic alignment and optimization of an organization's IT infrastructure, systems, processes, and technologies. It involves the design and implementation of a holistic and integrated framework that supports the organization's current and future business goals. In the context of this RFO, the Enterprise Architecture category refers to the vendor's expertise in assessing the organization's existing IT landscape and developing a comprehensive architecture framework that aligns with business objectives. This includes defining the structure, components, relationships, and standards for the organization's IT systems and applications. Examples may include: • Assessing Current State: The vendor evaluates the organization's existing IT infrastructure, applications, and technologies to understand their strengths, weaknesses, and alignment with business goals. This assessment helps identify areas for improvement and optimization. • Designing Future State: Based on the organization's strategic objectives and business requirements, the vendor develops a target architecture that outlines the desired future state of the IT landscape. This involves identifying technology solutions, platforms, and frameworks that enable business growth and agility. • Integration and Interoperability: The vendor ensures seamless integration and interoperability between different systems and applications within the organization's IT ecosystem. This involves defining data exchange mechanisms, interfaces, and protocols to facilitate efficient and reliable information flow. • Standards and Best Practices: The vendor establishes technology standards, guidelines, and best practices that govern the design, development, deployment, and maintenance of IT systems and applications. This promotes consistency, reusability, and scalability across the organization. • Governance and Compliance: The vendor defines governance mechanisms to ensure adherence to architectural standards, policies, and guidelines. This includes establishing review processes, change management procedures, and compliance with regulatory requirements. • Transformation Planning: The vendor collaborates with the organization to develop a roadmap for implementing the architecture framework. This includes identifying priority areas for transformation, sequencing initiatives, estimating resources, and defining key milestones. • Technology Evaluation: The vendor conducts assessments of emerging te...
Enterprise Architecture. Project Management, Programme S1-1.4.2.3 Management and Governance
Enterprise Architecture. The Contractor and Consultants are responsible for understanding and following all related CDCR Enterprise Architecture (EA) principles, standards, and processes.
Enterprise Architecture. The components affected by the implementation of the solution presented in the project are: • Integrating systems to improve organizational workflow and data quality across systems • Enhancing the business, clinical, and research processes for administrative, clinical, and research staff • Collaborating among administrative, research, and IT staff to develop the final product • Data: Pre-defined data elements will be identified to pre-populate research systems • Integration: Data from within the EHR will be integrated into the research systems by various actors and transactions • Applications: Cerner applications will continue to be utilized Technology Architecture (Enterprise, 2011) • Selecting options for the Integration Profile • Complying with ITI TF-2x: Appendix V: Web Services for IHE Transactions and 21 CFR part 11 (U. S. F. a. D. Administration, 2016)
Enterprise Architecture. Merge Logic Maintenance and Usage
Enterprise Architecture. In an effort to revise the first IT Masterplan developed in 2002, ICT Division developed the new ICT Enterprise Architecture (EA) that outlined the strategies for ICT project implementation in TNB, together with a flight plan of projects to be developed throughout TNB Group. • ITIL/eTOM, COBIT, ISO17799 – Provided service levels that meet utility industry standard requirements, several international standards and best practices were studied and adapted to ICT Division’s environment, c o v e r i n g s e r v i c e m a n a g e m e n t , telecommunication processes, IT management and governance, and information security. • Strategic Sourcing – ICT implemented initiatives to centralise IT related procurement: PCs and printers via Strategic Sourcing arrangement with HP and Dell, Microsoft licence via Enterprise Agreement with Microsoft, and Strategic Sourcing for telecommunications equipment. • Customer and Staff Portal – These web- based communication channels based on Microsoft Sharepoint were introduced as a single platform to serve the Division customers with relevant and up-to-date information regarding products and services, while ICT’s own staff used it to share bulletins, knowledge documents, blogs and manage collaborative team sites. ICT Division had implemented the following corporate-wide projects and initiatives during the financial year: • MFFA – Expansion of the Mobile Field Force Automation (MFFA) had helped reduce breakdown response time to an average of 30 minutes per incident. • CGIS – The Corporate Geospatial Information System (CGIS) is now ongoing, covering the scope of Transmission and Distribution electrical assets, TNB’s fiber optic network, property management, security and logistics. • SMP – Sistem Maklumbalas Pelanggan (SMP) is a centralised feedback system developed to assist TNB Divisions in monitoring feedback and complaints received via multiple channels from customers. • Video and Desktop Conferencing – In line with TNB’s Ops Trim-X campaign, Video Conferencing (VC) facility was installed at several sites throughout the country, to help reduce the amount of business travel for staff. • IP-PBX – Another initiative that optimised the usage of TNB’s network by making phone calls via IP-PBX equipments installed at various main offices throughout the country. OPERATIONS REVIEW • Infrastructure Improvements – Several projects such as hardware-on-demand, server virtualisation, domain consolidation, and regular telecommunications network ...
Enterprise Architecture. Contractor Networks and connections. Contractor-owned and operated networks are prohibited on any Naval Air Systems Command (NAVAIR) facility or site in support of this contract. The contractor may access non- Government, external IP space via the NAVAIR-provided VPN Outreach service or NAVAIR CIO approved Internet Protocol (IP) service.
Enterprise Architecture. We provide enterprise architecture expertise to support Customers in developing a strategic foundation for realizing program efficiencies and interoperability. We help implement an enterprise architecture that removes barriers between program silos through the creation of a governance structure and shared business, cultural, and technical environments. Quality Assurance: CSG deploys innovative methods, knowledge, and tools to assure that complex projects are completed on time and achieve your Customer’s program objectives. Our QA methodologies are based on industry standards and best practices, and provide a structured approach to quality management, quality assurance, quality control, testing, and operations/maintenance to ensure project activities and deliverables produce high quality outcomes throughout the system modernization life cycle. Project Management Office: CSG brings years of experience to help Florida Customers establish and operate a “full-service” PMO, including project management, risk analysis and mitigation, requirements management, architecture assessment, business process reengineering, organizational change management, testing support, and other functions. These services utilize CSG’s mature methodology, custom guides and templates, and unmatched expertise in program operations and technology architectures to maximize the value of a Customer’s PMO. Independent Verification and Validation (IV&V): CSG’s disciplined IV&V methodology applies industry best practices and administers proactive, predictive, and preventive techniques to support successful project completion. Our IV&V methods are based on IEEE standards and provide a structured approach to assessment, analysis, review, evaluation, and testing throughout the modernization life cycle. CSG’s project management methodology is differentiated by our approach to implementing these three key components: Leadership: There is no more important factor in achieving your project’s business objectives than a project manager and team leaders who possess skill, confidence, credibility, and drive. The productivity of the project team is the product of each person understanding their own responsibilities and having confidence that their work is contributing to the success of the team. Only good leaders can gain the confidence of the team and mobilize them effectively. Communication: Good project managers spend most of their time communicating. Describing objectives, gathering informati...
Enterprise Architecture. The CDC and HHS are governmental organizations which both utilize the Federal Enterprise Architecture Framework. The figure above is from the CDC Enterprise Architecture Reference Guide, V. 1.0, 10/20/2010. It depicts the high level enterprise architecture at CDC which shows how its Information Technology , Standards, and Services support its core Business Strategy. The Center for Surveillance, Epidemiology, and Laboratory Services division adhere’s to CDCs overall Enterprise Architecture. As discussed in the organizational infrastructure section above, this SMART on FHIR application will affect the Information and Technology Infrastrutures when CDC receives data from EMR systems and allows providers access to the information with its visualization tools. While the pilot will be limited to one specific health plan’s EMR, eventually its expanded implementation will allow providers across the nation access and use of this data. During the pilot phase, only IT divisions will be involved and as the implementation is expanded nationwide, more of the business and administrative divisions will be involved.
Enterprise Architecture. Members of each team will work collaboratively with other agile team members to identify, develop and generate any necessary Enterprise Architecture (EA) artifacts. Most User Stories developed as part of a release will not require updates to Enterprise Architecture artifacts. Every effort will be made to simplify requirements and automate artifact generation through leveraging information captured in existing toolsets. Collection of EA data will be facilitated through access to the development toolsets utilized by the developers. Any changes or additions to the tools used for development activities will first require a migration of the baseline models to ensure consistency between past and future development efforts. Reports. <identify any tool that will manage reporting for the project> End User Training Materials. Release Team members that perform support activities will create and update as needed, end-user training materials such that all materials have completed reviews and approvals and are ready for deployment by the time of each release.
