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
||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).
||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.
||The act or process of governing. Providing authorization,
direction or control. The enterprise architecture governance model defines
the roles and relationships of the participating agencies, individuals and
groups that oversee and control the development and maintenance of the
|Human Capital Management
||A set of practices related to people resource management
and focused on the organizational need to provide specific competencies.
Human Capital Management practices are implemented in three categories:
workforce acquisition, workforce management and workforce optimization.
|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.
||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 FEA 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.
||Positions that exert critical influence on the operational
activities or strategic objectives of the organization.
||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.
||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.
||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.
||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
||The universe of people, groups, and organizations that have
an interest in the organization; examples include: customers, employees,
vendors, regulators, directors, suppliers, and community groups.
||The specific continuous improvement activities, balanced
across the perspectives that break down strategy into smaller components and
make strategy actionable by involving all employees in operationalizing the
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
||End outcomes from successfully executing the organization’s
||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. Note that the 2017-2020 Information Technology Strategic
Plan refers to Themes as Goals.
||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.