Appendix | Glossary
| Term | Definition |
|---|---|
| Balanced Scorecard | An integrated strategic planning and performance management system that communicates with clarity an organization’s vision, mission, and strategy to employees and other stakeholders; aligns day-to-day work to vision and strategy; provides a framework for prioritizing programs and projects; and uses strategic performance measures and targets over four perspectives to measure progress. |
| Customers | Customers are the direct beneficiaries of the organization's services or products. Sometimes it is the end user of the organization’s services or product, while other times it is the stakeholder with which value is given for value received (usually money in exchange for a product or service). |
| Enterprise Architecture | A discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes. |
| Federal Risk and Authorization Management Program (FedRAMP) | A government-wide program established in 2011 to provide a standardized approach to security assessment, authorization, and continuous monitoring for cloud products and services. |
| Governance Process | The act or process of governing. Providing authorization, direction or control. |
| Information Technology Investment | This term refers to the expenditure of IT resources to address mission delivery and management support. An IT investment may include a project or projects for the development, modernization, enhancement, or maintenance of a single IT asset or group of IT assets with related functionality, and the subsequent operation of those assets in a production environment. |
| IT Asset | Anything (tangible or intangible) that has value to an organization, including, but not limited to: a computing device, IT system, IT network, IT circuit, software (both an installed instance and a physical instance), virtual computing platform (common in cloud and virtualized computing), and related hardware (e.g., locks, cabinets, keyboards) as well as people and intellectual property (including software). Assets are the lowest level at which IT is planned, acquired, implemented, and operated. |
| IT Modernization Roadmap | A document that describes the business and technology plan for the entire organization using EA methods. The Roadmap provides current views, future views, and transition plans at an appropriate level of detail for all IT investments, services, systems, and programs. The Enterprise Roadmap also contains an IT asset inventory using the Federal Enterprise Architecture Reference Models and other attachments or appendices for capital planning and investment control, enterprise architecture, shared service, and other planning products that provide additional information regarding Roadmap plans. |
| Key Positions | Positions that exert critical influence on the operational activities or strategic objectives of the organization. |
| Operations | The day-to-day management of an asset in which the asset is in operations production environment and produces the same product or provides a repetitive service. Operations include, but are not limited to, activities that operate data centers, help desks, operational centers, telecommunication centers, and end-user support services. |
| Performance Measure | Measurement is the description, often quantification, of a property of an object, activity, process, or result that enables comparisons across items being compared, or across time. Performance measures provide objective evidence of progress towards a strategic goal and are an analytical basis for decision-making. |
| Perspective | A Perspective is a view of organizational strategic performance viewed through a particular “lens.” Typical perspectives include financial (or stewardship in the public sector), customer (stakeholder), internal process, and people, tools, and technology (or organizational growth). The organization's business model, which encompasses its mission, vision, and strategy, determine the appropriate perspective names. |
| Project | A temporary endeavor undertaken to accomplish a unique product or service with a defined start and end point and specific objectives that, when attained, signify completion. Projects can be undertaken for the development, modernization, enhancement, disposal, or maintenance of an IT asset. |
| Strategic Planning | An organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization's direction in response to a changing environment. It is a disciplined effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future. Effective strategic planning articulates not only where an organization is going and the actions needed to make progress, but also how it will know if it is successful. The result of the planning process is a strategic plan. |
| Strategic Results | End outcomes from successfully executing the organization’s strategy. |
| Strategic Themes | The four strategic focus areas that build on the customer value proposition to define the organization’s high-level business strategy, break down the vision and mission into action, and focus energy on desired strategic results. |
| Strategy Map | A graphic that shows the most predominate cause-and-effect relationships between objectives in four perspectives. Linked objectives show how value is created by the organization. |
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