Assessment of Department of Defense EA Program

Running head: ASSESSMENT OF DEPARTMENT OF DEFENSE EA PROGRAM
ASSESSMENT OF DEPARTMENT OF DEFENSE EA PROGRAM
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1ASSESSMENT OF DEPARTMENT OF DEFENSE EA PROGRAM
Introduction
The Department of Defense is unable to achieve the goals and success because of the various
problems. The Department of Defense is unable to follow the recommendations of GEO, and
there has been rise several issues which mainly rose due to the lacking of proper managerial
function. According to the theory of constraints, the organisation needs to change the model for
profit improvement, and its important concept is that every organisation should contain at least
one constraint. The constraint is the factor, which limits the organisation from getting what it
strives for making a profit. For the Department of Defense, there are several constraints, and it
needs to be recovered by identifying the system constraints, deciding how to exploit the
constraint, subordinating everything else the constraint, elevating the constraint and then again
continuing this for getting the desired outcome (Navarra et al., 2017). The logical thinking needs
to be adopted by the Department of Defence, as its main objective is to increase the company’s
profit. The logical thinking is mainly done by specifying the value of the services or product
from the perspective of the customer, identifying the value streams, flow in the production and
perfection in the production process (Craib, 2015). This study focuses the issues associated with
the DoD EA program and the issues are identified and the reason behind it from the perspective
of an expert consultant. This study will develop the models and explain them to address the
issues rose with the DoD EA program.
Task 1
The purpose of Department of Defense EA program is the greater alignment between IT and the
business concerns and the main purpose of the enterprise architecture is to guide the process if
planning and designing the IT capabilities of the enterprise to meet the desired organisation

2ASSESSMENT OF DEPARTMENT OF DEFENSE EA PROGRAM
activities. The department of defence is required to develop the business enterprise architecture,
which covers all the defence business systems (Rouhani et al., 2013). This can be the guide for
the systems, and the architecture is intended to help for achieving the goals:
 Enabling Department of Defense to meet the terms of all the applicable laws and
including the financial management, federal accounting and the requirements for
reporting
 To permit, constrain and guide the operation of the defence business systems.
 Department of Defense needs to produce timely, accurately and with the financial
information for managing the business.
 The architecture helps in maintaining the systematic dimension of the performance levels
like the skill of producing relevant, reliable and time cost information (Evans et al.,
2015).
 This architecture facilitates the combination of budget, accounting information and the
program information systems.
 Achieving the intended outcomes, the department of defence will be able to use
architecture to realise the important benefits like the cost savings, avoidance and others.
Like if, the direct architecture permits and implements the practical system, which would
contribute to the increase in information sharing and improves the system ability
(Kotusev, 2016).
This is described in the statute that the Department of Defense’s business enterprise
architecture and the process re-engineering labours are not completely reaching the future
outcomes. In respect to the process re-engineering, the managers reported that the efforts were
effective for streamlining the business process. This is necessary for the Department of Defense

3ASSESSMENT OF DEPARTMENT OF DEFENSE EA PROGRAM
to improve the usefulness and the effectiveness of the business enterprises. The portfolio
managers have cited the challenges obstructing the usefulness and the efficiency of the initiatives
like the accessibility of the training, parochialism and the absence of the skilled and efficient
staff members and the cultural struggle to the changes. Department of Defense has opted for
various efforts of improvement to address few challenges. Although the extra work is needed for,
the managers for closing the gap provide the improvement and the suggestions. Most
importantly, the detection of the challenges helps to increase the usefulness and the efficiency of
these initiatives (Fischer et al., 2013).
This is necessary for the Department of Defense to adopt the various efforts to efficiently
modernise the nonintegrated and the duplicative business system and operation. This is also
necessary for the Department of Defense to advance and use the definite and explained business
entrepreneur structures. However, it does not contain such architecture and the products, which
has provided a sufficient amount of the utility to the effective guide and constrains the planned
systems investments (Smith, 2016). The necessary conditions, which are the recommendations
the department of the defence need to follow, and they are:
 Department of Defense needs to develop an active governance structure and the active
communication strategy for achieving the stakeholders. In particular, the structure from
2001 lacks the authority and the effective responsibility. This also lacks the key units that
made up the structure that has not completed as per their charters (Wan, Luo, & Luo,
2014).
 Department of Defense lacks the developed program plans, which identifies the
measurable goals for identifying the goals and measuring the outcomes that need to be
achieved. This also does not have any defined task to be performed for achieving the