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VA Enterprise Architecture

VA EA Value and Performance Measurement

Background

The Department of Veterans Affairs (VA) is transforming through an effort to improve its support to Veterans. To achieve a level of seamless support for VA, a more efficient and better-integrated enterprise is required. The envisioned enterprise creates the alignment of strategic direction, business operations, technology and data and is methodically designed, aggregated and managed to deliver the right information to the right people at the right place and time.

At the core of this transformation is the VA Enterprise Architecture (EA). The VA EA is the strategic planning and management tool that supports operations execution and management accountability and equips leadership to execute change across the department. The VA EA provides the enterprise-level line-of-sight needed to support informed decision-making, and EA value measuring, and reporting is an essential component.

The Government Accountability Office (GAO) recommends formally documenting and establishing an approach for measuring EA outcomes (GAO-12-791*):

  • Fully establish an approach for measuring EA value
  • Periodically report the EA outcomes to the top agency officials

The performance measures need to be measurable, meaningful, consistent, repeatable, actionable and aligned with VA, OIT and EA’s strategic goals.

EA Performance Goals

  • Communicate value of EA at VA
  • Establish foundation for EA Program improvement continuity and trends
  • Guide and prioritize EA program improvements
  • Add consistency and transparency in measuring EA value and improvements

EA Performance Measures

Architecture Engineering Service (AES) has identified six performance measures to assess and communicate the value of EA:

Performance MeasureDetailsHow the Measure Relates to Business OutcomesFrequency of Reporting

Completeness

Percentage completion of current-state views

Percentage completion of target-state views

Percentage completion of transition plans

Indicates the degree of completeness over time and indicates what areas need management attention and work to improve completeness. Value is difficult to deliver if the current and target are not complete. Portfolio and product line views illustrate operational concepts and performance improvement target opportunities for business owners.

Monthly

Currency

0-3 rating of currency of current-state views

Identifies the age (by days) of the current and target state architectures and categorizes them into ratings of 0 to 3. EA can only deliver value when the architectures are current. Old architectures provide limited value to help business owners make decisions about their portfolio and product lines.

Monthly

Confidence level

0-3 rating of confidence level of current-state views

Identifies the level of customer confidence in and validation of the artifact. Combined with completeness and currency, this ensures that the artifact is valid to serve as a foundational view for decisions made by business owners.

Monthly

Customer Satisfaction

Percentage satisfied with a product line deliverable. This metric is measured based on the EA Customers’ Survey responses.

Describes the trend in customer satisfaction of EA deliverables and engagements to help determine whether AES is providing products and services of value to portfolio and product line managers.

Quarterly

Maturity of Portfolio EA

GAO EAMMF scores from 0-3 in maturity.

This measure helps define the maturity of a portfolio. Higher levels of maturity lead to value delivery to product line stakeholders and Veterans. Provides a series of actions the product line stakeholders can take to improve maturity.

Annually

EA Performance Measurement Methodology

The VA EA Valuation Measurement Methodology (VMM) is designed to document the methodology that the VA EA Team will use to measure and report EA value. This document describes the approach and methodology, provides examples and offers recommendations for the VA EA Team to consider and follow for value measurement and management. The process leverages VA’s Value Realization Framework (VRF) by defining Critical Success Factors (CSFs), Key Results Indicators (KRIs) and Key Performance Indicators (KPIs) upfront based on VA perspectives consistent with the Office of Management and Budget (OMB) Capital Planning Guidance to measure results and ascertain value. It proposes developing measures where needed; gathering associated measurements and/or using existing measures developed as part of the planning, programming and budgeting execution process; collecting associated data relevant to measurements; and reporting results. The VMM supports communicating key results to stakeholders to support continuous improvement in VA EA value.

Valuation Measurement Methodology E2E Valuation Measurement Methodology E2E

Compliance & Standards