2.100.4 Integrated Process Architecture (IPA)

Manual Transmittal

May 17, 2016

Purpose

(1) This transmits revised IRM 2.100.4, Integrated Process Management (IPM), Integrated Process Architecture (IPA) Process.

Material Changes

(1) Align current practices with the process document

(2) Editorial changes

Effect on Other Documents

IRM 2.100.4, dated September 16, 2013, is superseded.

Audience

The IPA Process is applicable to all Information Technology (IT) organizations, contractors, and other stakeholders having responsibility for developing IT enterprise processes.

Effective Date

(05-17-2016)

Terence V. Milholland
Chief Technology Officer

Process and Procedure

  1. Process and Procedure

Introduction

  1. This document describes the formal process for implementing the requirements of the Integrated Process Architecture (IPA) process. It provides an operational definition of the major components of the process and how to perform each step in the process. This document also describes the logical arrangements of steps that are essential to successfully completing the process and achieving its desirable outcome.

Administration
  1. All proposed changes to this document must be submitted in writing, with supporting rationale, to Demand Management and Program Governance, Enterprise Operations.

Overview

  1. A process is defined as “A set of related activities that accomplish a common goal”. The process definition laid out in this document further breaks down these Activities into Tasks, each of which have a complete set of attributes defined such as data and tool specifications and the role(s) responsible for executing the tasks. The document also includes process goal and objectives, metrics, role definitions, policies and other process related attributes

Process Description
  1. The Integrated Process Architecture (IPA) is the process for integrating Information Technology (IT) enterprise processes that will provide an enterprise view of an integrated process lifecycle for the organization’s set of standard processes.

Goal
  1. The process goal describes a specific purpose or achievement toward which the efforts of the process are directed. Each process has a specific focus and when combined with the other processes, forms a comprehensive framework for delivering and managing services.

  2. The goal of IPA is to provide an enterprise view of an integrated process lifecycle in order to enhance IT efficiency, customer service focus, and enable process improvements that will benefit project and service delivery.

Objectives
  1. Process objectives describe material outcomes that are produced or achieved by the process. The following is a list of objectives for this process:

    • Enhance IT efficiency and customer service focus

    • Provide an enterprise view of an integrated process lifecycle

    • Provide a clear and documented blueprint to IT business processes and context of their use

    • Identify cross-process gaps, overlaps, and discrepancies

    • Identify opportunities to improve and seamlessly integrate processes across the entire lifecycle

Workflow

  1. A workflow consists of Activities and Tasks, Inputs and Outputs, Roles, and Flow Diagrams. It describes the tasks, procedural steps, organizations or people involved, required input and output information, and tools needed for each step of the process.

Main Process Flow Diagram
  1. Integrated Process Architecture Flow Diagram

Inputs
  1. Process inputs are used as triggers to initiate the process and to produce the desired outputs. Users, stakeholders or other processes provide inputs. The following is a list of inputs for this process:

    Name Description Supplier
    Process Description Process Description documents from proposed process interfaces Process Manager
    Procedure Procedure documents from proposed process interfaces Process Manager
    Current IPA Baseline IPA IPM Process Manager
Outputs
  1. Each process produces tangible outputs. These outputs can take the form of products or data and can be delivered to a user or stakeholder, or, they can be used as inputs to other processes. Outputs are measurable in terms of quantity and quality.

    Name Description Supplier
    Revised IPA Updated IPA IPM Process Manager
Activities
  1. An activity is a major unit of work to be completed in achieving the objectives of the process. A process consists of a sequence of related activities that transforms inputs into outputs and performed by the roles defined in the process.

    ID Name Description
    IPA 1.0 Review the Process Review process for integration.
    IPA 2.0 Integrate the Process Review, analyze, and draft process integration.
    IPA 3.0 Finalize and Approve the IPA Finalize and publish process architecture.
Roles
  1. Each process defines at least one role. Each role is assigned to perform specific tasks within the process. The responsibilities of a role are confined to the specific process. They do not imply any functional standing within the hierarchy of an organization. For example, the process manager role does not imply the role is associated with or fulfilled by someone with functional management responsibilities within the organization. Within a specific process, there can be more than one individual associated with a specific role. Additionally, a single individual can assume more than one role within the process although typically not at the same time.

    Name Description
    Process Manager
    • Review, validate, and concur with process interfaces.

    IPA Analyst
    • Review and analyze process interfaces.

    • Identify and integrate processes.

    • Finalize and publish process architecture.

Procedure
  1. Procedure

IPA 1.0: Review the Process
  1. Review the Process

    ID Task Name and Description Role RACI Duties
    IPA 1.1 Review process change








    The purpose of this task is to conduct review on a process change (new, revised, or deleted) on the IT Process Asset Library (IT PAL) or Internal Revenue Manual (IRM).


    Note:

    The process that will be reviewed and analyzed is called the source process.

    IPA Analyst



















    IPA Analyst


    IPA Analyst
    R



















    R



    R
    Obtain a copy of the process documents from the IT PAL or IRM. From the IT PAL, obtain a copy of the Process Description (PD) and Procedure (PR) documents. From the IRM, obtain a copy of the IT IRM Process Section and supporting process diagrams.









    If new process, review the process documents and diagrams.

    If existing process, review the change in the process. Obtain a copy of the latest IPA to review the change with the corresponding process documents and diagrams.
    IPA 1.2 Identify target process(es)


    The purpose of this task is to identify all external or inter- process interfaces from the source process.


    Note:

    The external process(es) are called target process(es)

    IPA Analyst



    IPA Analyst
    R



    R
    Identify all external process(es) listed in the source process diagrams.

    Identify all external process(es) based on the process input and output from the source process documents. Review for keywords that are associated with the external process.
    IPA 1.3 Prepare process analysis




    The purpose of this task is to identify and document all the process interfaces for process analysis in the IPA Process Analysis Worksheet—will be referenced as Worksheet throughout this document.
    IPA Analyst






    IPA Analyst
    R






    R
    Obtain a copy of the IPA Process Analysis Worksheet located in the IT PAL.


    Identify all the process activities with external process interfaces documented in the process diagram and findings from the process input and output review, and complete the Worksheet. Follow instructions in completing the Worksheet.
Cross-Functional Flow Diagram
  1. Cross-Functional Flow Diagram

    Figure 2.100.4-2

    This is an Image: 60801002.gif

    Please click here for the text description of the image.

IPA 2.0: Integrate the Process
  1. Integrate the Process

    ID Task Name and Description Role RACI Duties
    IPA 2.1 Review and document findings



    The purpose of this task is to review and document the process interfaces findings, and thereby completing the rest of the Worksheet.
    IPA Analyst




    IPA Analyst




    IPA Analyst




    IPA Analyst
    R




    R





    R





    R
    Review process interfaces and document findings in the Worksheet.


    Reference source of findings, such as from the PD, PR, IRM, or IPA


    Identify tools and templates used by this process for determining tool interfaces as well.


    Ensure Worksheet is completed that is applicable for the IPA Analyst.
    IPA 2.2 Establish proposed process model



    The purpose of this task is to define and establish proposed process model from the Worksheet.
    IPA Analyst







    IPA Analyst
    R







    R
    Extract a copy of the original process diagram from the source process and insert in the Worksheet.


    Define and develop the propose process diagram using the original process diagram with the updated external interfaces identified in the Worksheet. Updates include new or corrected process interfaces.
Cross-Functional Flow Diagram
  1. Cross-Functional Flow Diagram

    Figure 2.100.4-3

    This is an Image: 60801003.gif

    Please click here for the text description of the image.

IPA 3.0: Finalize and Approve the IPA
  1. Finalize and Approve the IPA

    ID Task Name and Description Role RACI Duties
    IPA 3.1 Conduct Kick-Off-Meeting






    The purpose of this task is to initiate the IPA verification and validation process with the process manager.
    IPA Analyst





    Process Manager
    R







    C
    Prepare briefing material and conduct Kick-Off-Meeting to define scope, schedule, and expectations.

    identify constraints, priorities, and agree on schedule.
    IPA 3.2 Review and validate process interfaces













    The purpose of this task is to review and validate the process interfaces and collaborate with other process managers for changes.
    Process Manager

















    IPA Analyst





    IPA Analyst
    R


















    C






    C
    Review and validate the process interface against the following:
    • Process inputs and outputs.

    • Process interfaces validated by other process managers that are responsible for the target process(es).





    Participate in verification and validation meetings between process managers as needed.

    Track and monitor the schedule and provide extensions as needed.
    IPA 3.3 Provide updates and response

    The purpose of this task is to update and agree on the proposed process model.
    Process Manager




    IPA Analyst
    R





    C
    Provide updates and response on the Worksheet and proposed process model.

    Review and conduct completeness check on the Worksheet.
    IPA 3.5 Revise and finalize IPA

    The purpose of this task is to revise and update the IPA and present the change to the Service Management Process Group (SMPG) and Service Management Advisory Board (SMAB).
    IPA Analyst

    Process Manager


    IPA Analyst
    R



    I




    R
    Revise and update the IPA.

    Process Manager is notified of SMPG and SMAB briefings on the IPA change.


    Present to the SMPG and SMAB for closeout.
Cross-Functional Flow Diagram
  1. Cross-Functional Flow Diagram

    Figure 2.100.4-4

    This is an Image: 60801004.gif

    Please click here for the text description of the image.

Process Control

  1. Activities involved in ensuring a process is predictable, stable, and consistently operating at the target level of performance.

Controls
  1. Process controls represent the policies and guiding principles on how the process will operate. Controls provide direction over the operation of processes and define constraints or boundaries within which the process must operate.

    Name Description
    Policies All enterprise or core processes must comply with IPM requirements.
    Scope The scope of the IPA process is applicable to IT enterprise process owners.
Metrics
  1. Metrics are used for the quantitative and periodic assessment of a process. They should be associated with targets that are set based on specific business objectives. Metrics provide information related to the goals and objectives of a process and are used to take corrective action when desired results are not being achieved and can be used to drive continual improvement of process effectiveness and efficiency.

  2. Management will regularly set targets for process performance, gather quantifiable data related to different functions of the IPA process, and review that data in order to make informed decisions and take appropriate corrective action, if necessary. All Measurements will have a defined data dictionary, map to the organizational strategic goals, and be documented in a Process Measurement Plan. The Process Measurement Plan template is available in the IT PAL.

Policies
  1. Policies outline a set of plans or courses of action that are intended to influence and determine decisions or actions of a process. Policies provide an element of governance over the process that provides alignment to business vision, mission and goals.

    Process Management

    Statement: The IPA process will have a single Process Owner and a separate Process Manager, responsible for implementation and ensuring adherence to the process. The process will be reviewed regularly to ensure that it continues to support the business requirements of the enterprise. The process will be designed and developed based on ROI to the business. Process metrics will be focused on providing relevant information as opposed to merely presenting raw data.



    People

    Statement: Roles and responsibilities for the process must be clearly defined and appropriately staffed with people having the required skills and training. The mission, goals, scope and importance of the process must be clearly and regularly communicated by upper management to the staff and business customers of IT. All IT staff (direct and indirect users of the process) shall be trained at the appropriate level to enable them to support the process.
    Rationale: It is imperative that people working in, supporting or interacting with the process in any manner understand what they are supposed to do. Without that understanding IPM will not be successful.



    Process

    Statement: Modifications to the IPM process must be approved by the Process Owner. The design of the process must include appropriate interfaces with other processes to facilitate data sharing, escalation and workflow. The process must be capable of providing data to support real-time requirements as well as historical/trending data for overall process improvement initiatives. The process must be fully documented, published and accessible to the various stakeholders of the process. The process will be reviewed on a periodic basis in order to ensure it continues to support organizational goals and objectives (continuous improvement). The process must include Inputs, Outputs, Controls, Metrics, Activities, Tasks, Roles and Responsibilities, Tool and Data requirements along with documented process flows. The process will be kept straight forward, rational, and easy to understand.
    Rationale: The process must meet operational and business requirements.


    Technology and Tools

    Statement: All tools selected must conform to the enterprise architectural standards and direction. Existing in-house tools and technology will be used wherever possible, new tools will only be entertained if they satisfy a business need that cannot be met by current in-house tools. The selection of supporting tools must be process driven and based on the requirements of the business. Selected tools must provide ease of deployment, customization and use. The selected tools must support heterogeneous platforms. Automated workflow, notification and escalation will be deployed wherever possible to minimize delays, ensure consistency, reduce manual intervention and ensure appropriate parties are made aware of issues requiring their attention.

    The tools used by this process are the following:
    • None

    Rationale: Technology and tools should be used to augment the process capabilities, not become an end themselves.


Tailoring Guidelines
  1. The tailoring guidelines identify the allowable variations of the IT organization’s standard process as needed for adjustments (adding, deleting, modifying) relative to specific operational or functional needs of another organization. Process tailoring is about roles and procedures, not the standard process or major activities defined in this process. All tailoring request, with supporting rationale, must be submitted in writing to and approved by the IPM owner.

  2. There is no tailoring for the IPA Process.

Training

  1. Process training involves training all stakeholders about key processes that are crucial for an organization to deliver business objectives. Training provides clarity to employees on a set of procedures that needs to be carried out as part of the process and the best possible way to do them. List below the training resources available for this process:

    • ELMS Course #60618, Driving Standards with Integrated Process Management

Exhibits

  1. Exhibits

Acronyms
  1. Acronyms

    Acronyms Definition
    IPA Integrated Process Architecture
    IPM Integrated Process Management
    IRM Internal Revenue Manual
    IT Information Technology
    IT PAL IT Process Asset Library
    PD Process Description
    PR Procedure
    RACI Responsible, Accountable, Consulted, and Informed
    SMAB Service Management Advisory Board
    SMPG Service Management Process Group
Glossary
  1. Glossary

    Term Definition
    Process A collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers.
    Process Architecture A written or diagrammatic summary of the value chains and business processes supported by a given organization.
    Process Flow Diagram A flowchart used for designing and documenting a process in order to visualize and understand the process.