University of Maryland DMV Case Study
Description
Using the DMV case study provided, determine how an EA could be used to help the DMV accomplish the objectives stated explicitly and implicitly in the case study. The organization discussed in the case study has many issues with its current environment and many changes that it wants to make. It has not established an EA program yet.
The purpose of your paper is to briefly explain what an EA program is, and then justify a recommendation to establish an EA program for the organization. The DMV has taken on the CSI Redesign initiative so this presents an opportunity to explore how EA can be a benefit. You need to orient this assignment to justify recommendations on how the DMV can benefit from implementing a more holistic (EA) solution. You can use the CSI redesign effort as a basis on which to build, but your recommendations for EA should scale sufficiently.
You should provide at least four specific examples from the case study to show how an EA program could be of benefit, and you should provide at least two examples of how EA specifically benefitted another organization in solving problems similar to ones in the case study. (NOTE: More than four examples are required to receive all possible points; see Grading Rubric below.) Your paper will be graded on both the accuracy and the strength of your justifications; it needs to make a strong and compelling case for establishing an EA program for the DMV.
Your paper should be 2-3 pages in length (not counting any cover sheet or reference pages). The use of at least two external scholarly resources (other than class materials) is required. (NOTE: More than two external resources are required to receive all possible points; see Grading Rubric below.)
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Enterprise Architecture Justification Paper Individual Assignment
Purpose of this Assignment
This assignment gives you the opportunity to apply your critical thinking skills and
understanding of the course concepts to explain how the enterprise architecture (EA) and/or
the EA program benefits an organization. This assignment specifically addresses the
following course outcomes:
describe enterprise architecture (EA), the appropriate application of EA frameworks,
and an overall ongoing EA program
analyze and examine how enterprise architecture and enterprise systems influence,
support, and enable an organization’s ability to contribute to strategic decision
making and to respond and adapt to the business environment
apply EA concepts to support business requirements and identify opportunities for
enterprise solutions
Assignment
Using the DMV case study provided, determine how an EA could be used to help the DMV
accomplish the objectives stated explicitly and implicitly in the case study. The organization
discussed in the case study has many issues with its current environment and many
changes that it wants to make. It has not established an EA program yet.
The purpose of your paper is to briefly explain what an EA program is, and then justify a
recommendation to establish an EA program for the organization. The DMV has taken on the
CSI Redesign initiative so this presents an opportunity to explore how EA can be a benefit.
You need to orient this assignment to justify recommendations on how the DMV can benefit
from implementing a more holistic (EA) solution. You can use the CSI redesign effort as a
basis on which to build, but your recommendations for EA should scale sufficiently.
You should provide at least four specific examples from the case study to show how an
EA program could be of benefit, and you should provide at least two examples of how
EA specifically benefitted another organization in solving problems similar to ones in the
case study. (NOTE: More than four examples are required to receive all possible points; see
Grading Rubric below.) Your paper will be graded on both the accuracy and the strength of
your justifications; it needs to make a strong and compelling case for establishing an EA
program for the DMV.
Your paper should be 2-3 pages in length (not counting any cover sheet or reference
pages). The use of at least two external scholarly resources (other than class materials)
is required. (NOTE: More than two external resources are required to receive all possible
points; see Grading Rubric below.) You should use scholarly journals (rather than
Wikipedia and authorless website postings). If you need assistance with determining what a
scholarly journal is, the UMUC library is a very good source of information, accessed via the
following link: http://www.umuc.edu/library/libhow/articles.cfm. Remember to correctly cite
and reference all sources using APA format.
Submit your paper in Word format via your Assignments Folder as an attached document
with your last name included in the filename.
03/15/2019
1
Grading Rubric
Use the rubric below to be sure you have covered all aspects of this assignment.
Criteria
Introduction
Explanation
of Enterprise
Architecture
Program
Justification
for EA
Program
03/15/2019
90-100%
Far Above
Standards
80-89%
Above
Standards
70-79%
Meets
Standards
60-69%
Below
Standards
< 60%
Well Below
Standards
Possible
Points
5 Points
4 Points
3.5 Points
3 Points
0-2 Points
5
A sophisticated
introduction sets
the stage for the
paper.
A well-written
introduction
sets the stage
for the paper.
The
introduction
adequately
sets the stage
for the paper.
The
introduction
does not
adequately
set the stage
for the paper.
No
introduction
included.
13-15 Points
12 Points
10-11 Points
9 Points
0-8 Points
Explanation is
brief but clear; is
complete enough
to set the stage
for the paper;
and
demonstrates a
sophisticated
understanding of
course concepts.
Explanation is
brief but clear;
is complete
enough to set
the stage for
the paper; and
demonstrates
a good
understanding
of course
concepts.
Explanation is
adequately
clear and
sufficiently
complete to
set the stage
for the paper,
and
demonstrates
an adequate
understanding
of course
concepts.
Explanation
may be only
somewhat
clear or
complete;
may or may
not
demonstrate
an adequate
understanding
of course
concepts.
Explanation is
not included
or little effort
is
demonstrated.
23-25 Points
20-22 Points
18-19 Points
0-14 Points
The justification
is clear,
compelling and
directly related
to the case
study. It
demonstrates a
sophisticated
understanding of
course concepts,
analysis, critical
thinking, and
synthesis.
The
justification is
clear, and
directly related
to the case
study. It
demonstrates
a good
understanding
of course
concepts,
analysis,
critical
thinking, and
synthesis.
Justification is
clear and
related to the
case study; it
demonstrates
adequate
understanding
of course
concepts,
analysis,
critical
thinking,
and/or
synthesis.
15-17
Points
Justification
may be
somewhat
clear, or may
be somewhat
related to the
case study; it
may not
demonstrate
adequate
understanding
of course
concepts,
analysis,
critical
thinking,
15
25
Justification is
missing or
demonstrates
little effort.
2
Criteria
90-100%
Far Above
Standards
80-89%
Above
Standards
70-79%
Meets
Standards
60-69%
Below
Standards
< 60%
Well Below
Standards
Possible
Points
0-11 Points
20
and/or
synthesis.
Benefits
18-20 Points
16-17 Points
14-15 Points
More than four
benefits of an EA
program are
identified and
clearly related
directly to the
case study,
demonstrating
sophisticated
critical thinking
and writing.
More than four
benefits of an
EA program
are identified
and related to
the case study,
demonstrating
critical thinking
and writing.
At least four
benefits of an
EA program
are identified;
and are at
least
somewhat
related to the
case study;
and
demonstrate
adequate
critical
thinking.
12-13
Points
Four or fewer
benefits of an
EA program
may be
identified;
and/or may
be only
somewhat
related to the
case study;
and/or may
not
demonstrate
adequate
critical
thinking.
9-10 Points
8 Points
7 Points
6 Points
0-5 Points
More than two
examples of
benefits of EA
from other
organizations
are identified
and are related
to the case
study;
demonstrates
analysis and
critical
thinking.
At least two
examples of
benefits of EA
from other
organizations
are presented
and are
related to the
case study;
demonstrates
adequate
analysis and
critical
thinking.
Two or fewer
examples of
benefits of EA
from other
organizations
may be
presented
and/or may
be only
somewhat
related to the
case study;
and/or may
not
demonstrate
adequate
analysis and
critical
thinking.
No examples
from other
organizations
are
presented, or
little effort
demonstrated.
4 Points
3.5 Points
3 Points
0-2 Points
Conclusion is
somewhat
No conclusion
provided, or
More than two
examples of
benefits of EA
from other
organizations are
identified and
are clearly
Examples
related to the
from Other
case study;
Organizations demonstrates
sophisticated
analysis and
critical thinking.
5 Points
Conclusion
03/15/2019
Conclusion is
convincing,
No benefits
identified or
little effort
demonstrated.
10
5
3
Criteria
90-100%
Far Above
Standards
80-89%
Above
Standards
70-79%
Meets
Standards
60-69%
Below
Standards
< 60%
Well Below
Standards
Conclusion is
effective and
relevant.
Demonstrates
analysis and
critical
thinking.
Conclusion is
provided and
is relevant.
effective
and/or
relevant.
minimal effort
demonstrated.
9-10 Points
8 Points
7 Points
6 Points
0-5 Points
More than two
scholarly sources
other than the
class resources
are incorporated
and used
effectively,
contextualized,
appropriately
researched and
supported, and
synthesized with
original
arguments.
Sources used are
credible,
relevant, and
timely. Correct
APA style is used
for citations and
references.
More than two
scholarly
sources other
than the class
resources are
incorporated
and used
effectively,
appropriately
researched and
supported, and
support
original
arguments.
Sources used
are credible,
relevant, and
timely. Correct
APA style is
used for
citations and
references.
Two scholarly
sources other
than the class
resources are
properly
incorporated
and used.
Uses APA
format for
references and
citations.
Two or fewer
sources other
than the class
resources
may be used;
may not be
scholarly
sources; may
not be
properly
incorporated
or used to
support
arguments;
may rely too
heavily on the
reporting of
external
sources,
and/or are
not effective
or
appropriate;
and/or are
not credible,
relevant, or
timely. May
not use APA
format.
No external
research is
incorporated
or reference
listed is not
cited within
text.
9-10 Points
8 Points
7 Points
6 Points
0-5 Points
Paper reflects
Paper reflects
effective
organization;
follows
instructions
Paper has
some
organization;
may have
some errors in
Paper is not
well
organized,
and/or
contains
Paper is
extremely
poorly
written, has
many
effective and
relevant.
Demonstrates
sophisticated
analysis and
critical thinking.
External
Research
Format
03/15/2019
effective
organization and
sophisticated
writing; follows
Possible
Points
10
10
4
Criteria
90-100%
Far Above
Standards
80-89%
Above
Standards
70-79%
Meets
Standards
60-69%
Below
Standards
< 60%
Well Below
Standards
instructions
provided; is
written in third
person; uses
correct structure,
grammar, and
spelling; doublespaced and
presented in a
professional
format using
Word.
provided; is
written in third
person; has
few errors in
sentence
structure,
grammar, and
spelling;
doublespaced, and
presented in a
professional
format.
sentence
structure,
grammar and
spelling. Is
double spaced
and written in
third person.
several
grammar
and/or
spelling
errors;
and/or is not
doublespaced and
written in
third person.
grammar
and/or
spelling
errors, or
does not
convey the
information.
TOTAL
Points
Possible
03/15/2019
Possible
Points
100
5
DMV Case Study
Purpose of this Assignment
(The information below is excerpted from the Virginia Department of Motor Vehicles RFP
154:7-061, DMV CSI Systems Redesign Project, available from under Content>Course
Resources>DMV_CSI_RFP_083107_Final_Release. Corresponding page numbers from the
RFP are given in parentheses at the end of each lettered section heading.)
A. DMV Organizational Overview (p. 2)
The Department of Motor Vehicles (DMV) is a governmental agency in the Executive Branch of
Virginia state government. Under the direction of the Secretary of Transportation, DMV
administers motor vehicle and tax related laws for the continued benefit of all citizens of the
Commonwealth of Virginia. Specifically, DMV administers motor vehicle titling and licensing
laws, drivers licensing laws, transportation safety laws, tax laws, and other motor vehiclerelated laws and regulations as directed by the Code of Virginia and Federal laws, as amended.
DMV employs nearly 2000 full and part-time employees to meet its daily mission of providing
transportation services to customers in Virginia. These employees provide services via one
centralized administrative Headquarters located in Richmond, Virginia as well as 74 Customer
Service Centers (CSCs) and 13 Motor Carrier Service Centers/Weigh Stations (MCSCs)
dispersed throughout the state. In addition, some services are provided at more than 40 DMV
Select offices located throughout the state. DMV Selects are a service alternative to visiting a
full-service DMV Customer Service Center. Local governments and private entities contract with
DMV to provide secure, select DMV transactions at convenient locations.
DMV provides a multitude of services to private citizens, transportation entities, courts, law
enforcement agencies, government agencies, insurance companies, and related transportation
clients. The most commonly provided DMV services include:
?
?
?
Credentialing This includes the provision of driver testing and licensing, vehicle
titling and registration, credentialing of commercial motor carriers, and regulatory
licensing functions such as fuel distributors, rental car companies, dealers,
commercial driver training schools, driver improvement clinics, and 3rd party
testers.
Tax processing This includes support for the calculation, collection, accounting,
and reporting statistics for all tax filings (including IFTA, tax on fuel, and tax on
motor vehicle rentals) as well as support for an external/taxpayer audit function.
Oversight of related programs such as transportation safety and information
management
Due to the nature of DMV business processes, the type of work performed by the agency
requires substantial use of automated systems. It is imperative that the agency operate its
programs and facilities in an efficient manner, incorporating into its operation those
July 2014
1
technological developments and automated solutions that will enhance the delivery of services to
DMV’s various transportation clients.
B. The Opportunity (p. 1, pp. 2-3)
DMV has decided to undertake a systems redesign they are calling CSI:
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?
?
?
?
?
Customer-centric
Service Oriented
State-of-the-art
Secure
Intelligent
..CSI
The DMV CSI Systems Redesign project focuses on the fragmented processing of DMVs core
business areas of credentialing, tax processing, and financial management. The purpose of the
CSI effort is to transform these fragmented and outdated systems into one modernized system
that is responsive to the ever-changing needs relating to internal security, homeland security,
legislative mandates, and customer relationship management.
As we move forward with this endeavor, DMV has a unique opportunity to revolutionize the
agencys approach to fulfilling its mission, carrying out core functions, and delivering service.
DMV intends to fully integrate processing while incorporating and leveraging the full
functionality and benefits of proposed technology solutions as well as the technology already in
place.
The scope of the DMV CSI Systems Redesign project is based on utilizing a fully integrated
system to serve and manage our customers, our contractual business partners, and our
stakeholders. The scope includes, but is not limited to credentialing, tax processing, and financial
management.
The CSI Redesign consists of the following components:
?
?
?
?
?
July 2014
User interfaces for Headquarters, Weigh Station, and Customer Service Center
staff, DMV Selects, Internet, Touchtone, cyber sites, and selected business
partners (online dealers, Commissioners of the Revenue, insurance companies,
motor carrier companies, etc.)
Core business services
Infrastructure services to manage access rights, perform audit and system logging
functions, a business rules engine, a message broker to facilitate communication
between components and with external system interfaces, transaction suspense
capability, and a correspondence module.
Data stores, business intelligence to provide regular and ad hoc management
reports, audit reports and fraud alerts, and other applications, and
Interfaces to other systems, such as DMVs Purchasing, Inventory, and Payables
System (PIPS), Department of Accounts (DOA), Treasury, Unified Carrier
2
Register (UCR) repository, Centralized Accident Processing System (CAP),
Traffic Records Electronic Data System (TREDS) which will replace CAP,
Hauling Permits, Virginia Criminal Information Network (VCIN), DMVs
Human Resource system, etc.
C. The Current Environment (pp. 6-7)
1. Overview of Existing Customer Service Center (CSC) Environment
Each CSC has the capability to house its own hardware and software supporting the
citizens of the Commonwealth utilizing server virtualization and operating system
streaming to reduce the support costs associated with distributed systems.
The main technologies utilized are based on Ardence Desktop Edition
(www.ardence.com) to stream the Windows operating system to the desktops. VMWare
ESX server is utilized to host virtual Windows 2003 based servers.
DMV CSCs are connected to the DMV HQ via T1 speed circuits. The HQ WAN
connections are enhanced by the use of F5 WANjet appliances. DMV CSCs also have
frame relay circuits connecting them to the Virginia Information Technologies Agency
(VITA) data center for SNA Mainframe traffic only.
All servers in each branch must support being virtual servers. This allows DMV to
centrally manage and deploy servers without having to procure or replace server
hardware as systems are introduced, upgraded, or replaced. Servers can be deployed from
the central DMV support system utilizing the existing DMV Virtual Server Farm. DMV
has a pair of HP Proliant DL360s fiber connected to an HP MSA1000 SAN for Virtual
Machines. All connections to the SAN are through the DL360s and Virtual Servers. The
current storage capacity of the MSA1000 is approx 1TB of storage. Disk space can be
provided via Windows 2003 Virtual Servers.
All workstations have the operating system streamed (OSS) via Ardence Desktop
Edition. This allows DMV to centrally manage and update one system image for all
machines at the DMV CSCs. The internal hard disk on each workstation has been
deactivated as the operating system is streamed but can be enabled if necessary. Also,
Ardence Desktop Edition provides a full Windows XP Pro Operating system, not an XP
embedded or thin client OS. This allows any device with the proper drivers installed in
the master image to work on the DMV OSS Workstations. DMV has deployed HP
dc7600 slim line PCs for the OSS Workstations.
User authentication, authorization, file and print, and group policies are provided locally
at each CSC via Virtual Windows 2003 Servers.
Each CSC presently has its own software to support the citizens of the Commonwealth
for driver licensing and vehicle registration utilizing CSCNet (Customer Service Center
Network) written in the Software AG language Natural, in a Unix environment.
July 2014
3
2. Overview of Existing DMV HQ Computing Environment
At its Headquarters location, DMV operates a Novell v6.5 LAN.
Customer Service Center PCs connect to the HQ LAN via the WAN. DMV PCs operate
in either a Windows 2000 or XP Pro SP2 environment.
Novell GroupWise v7.x is used for e-mail. Netware for SAA is used for 3270 emulation
with the use of Powerterm to access CSS.
3. Overview of Existing Citizen Services System (CSS)
The CSS System is a mainframe application system running in the OS/390 environment
at VITA. DMVs application programs are built using the Software AG products
ADABAS, Natural, and COMPLETE. CSS is DMVs primary information system that is
used for storing information on customers, their addresses, their driver history, vehicle
registration and titling information, etc.
This system is accessed from the CSCs via a private Frame-Relay network, and from the
DMV Headquarters location via a private DS3 serial connection. CSS is also accessible
via the EAI layer described below via XML web services.
4. Overview of Current DMV Enterprise Application Infrastructure (EAI)
DMVs current EAI is a service-based architecture utilizing a variety of techniques. The
preferred mechanism to interact to DMVs EAI is via web services. DMV provides highavailability services to the mainframe, databases, and a variety of other DMV systems.
Presently DMV utilizes Windows based servers as Presentation, Business Logic, and
Data Access servers. DMV Servers are secured based on current industry standards
provided by the NSA, SANS Institute, etc, as well as those published by VITA. Servers
are designed with standardization across all machines. DMV utilizes both physical and
virtual servers (VMWare ESX Server) based on need and activity.
Document and image management, storage, retrieval, and workflow services are provided
by Hyland Systems OnBase application.
DMVs present enterprise database platform consists of a high-availability Oracle 10g
RAC 2 node cluster and a SQL Server 2005 failover cluster both utilizing fibre channel
storage.
The DMV Enterprise Application Infrastructure (DMV-EAI) is designed with security
and standardization as the core set of principles required to provide maximum uptime to
applications and customers.
July 2014
4
DMVs present development environment for enterprise applications is based on the
Microsoft .NET development platform (VB.NET and C#).
5. Overview of Other Outlets
DMV has several outlets that utilize a combination of technologies defined above. These
outlets and systems provide core services to internal and external customers of DMV.
They are highlighted below and are not all-inclusive of all outlets, yet provide the
necessary sampling of technology implementation for reference purposes:
DMV Select: DMV Select allows selected business partners to provide core DMV
services to the citizens of the Commonwealth. They utilize a smart client application to
perform vehicle related transaction processing. Select offices utilize the public Internet
over a secure channel to access the core services available on CSS. The access is
provided by the EAI listed above to interact with CSS.
MCSC (Motor Carrier Service Center): The MCSC offices utilize a variety of
applications to perform their daily activities. They have access to CSCNet as well as
several intranet applications that interact with CSS via the EAI listed above. They utilize
a combination of smart client, intranet web applications and Powerterm to access CSS via
a 3270 client.
3rd Party Systems: DMV has several 3rd Party hosted systems that support various
business functions. Examples include ACS, Digimarc, etc. These systems utilize various
technology sets and platforms that interact with the core platforms identified above.
D. CSI Redesign Objectives (pp. 8-9)
1. Providing improved access to information through single sign-on and limiting access to
data, fields and values, screens, system processes to only authorized users, improving
user authentication, segmenting and tracking access based on user roles and
responsibilities (role-based security model capabilities), and creating a new ability for
users to generate ad hoc reports.
2. Enhancing security, customer ID verification, and fraud prevention by eliminating
duplicate customer records and creating a true single customer record, tracking patterns
of suspicious activity (customer and employee), producing automated exception reports
and creating systems alerts to potential safety, security, and risk management issues, and
restricting access based on user roles and responsibilities and accommodating multiple
authentications based on segregation of duties.
3. Automating audit requirements and oversight by tracking user activity in a standard
manner and creating a single data store.
4. Consolidating disparate applications by replacing multiple systems with a single
integrated data store, integrating multiple applications through core modules (such as user
interfaces, core business services, infrastructure related services, interfaces, etc.), and
providing a financial services component, as well as a tax processing component, with
enhanced tracking and netting capabilities.
July 2014
5
5. Improving efficiencies by incorporating best practices and re-engineering all processes
within the project scope (at a detailed level as part of developing a detailed system design
during the detailed design forum).
6. Implementing a customer-centric model that effectively supports customer relationship
management.
7. Increasing alternative service channel usage by allowing most transactions to be offered
through multiple channels.
8. Migrating toward electronic credentials to provide the type of controlled access needed
for authorized entities to verify the existence of electronic credentials, including
photographic or other images as may be required.
9. Accommodating interoperability and integration with business partners by providing a
consistent method to interface with business partners and a consistent message format for
exchanging data as well as creating the ability to effectively manage business partner
contracts and billing electronically.
10. Providing an integrated financial component, including integration of the agencys ERP
(Oracle Financials), to facilitate a complete financial view of the customer (refunds due,
additional fees due, etc.) as well as an enhanced ability to allocate revenues to appropriate
accounts.
E. Future State Business Process Model (pp. 14-18)
July 2014
6
Each of the seven process areas identified in the CSI Future State Business Process Model are
described below, including the business functions supported by each as well as the
products/services provided. Please note that these processes and business functions are not listed
in priority order.
1. Service Delivery
Service delivery supports all DMV access channels to provide a 360-degree view
of a DMV customer by collecting all relevant data. All customer (including
business partners, stakeholders, etc.) and employee contact and activity must enter
and exit through this process. Service Delivery will coordinate all support
functions of the contact activity including the ability to support a shopping cart
concept for multiple transactions, payment processing and netting, inventory
processing, and release of the final product.
July 2014
7
2. Credentialing
The credentialing process rolls the credentialing functions of driver, vehicle,
motor carrier, and regulatory licensing functions such as fuel distributors, rental
car companies, dealers, commercial driver training schools, driver improvement
clinics, and 3rd party testers into one, all inclusive process. A credential can be
issued, updated, or renewed, a privilege reinstated or taken away, and compliance
to requirements is monitored. A credential would also include the creation of
PINs, Use Agreements, and any other DMV product or service requiring formal
authorization or approval.
3. Tax Processing
Tax Processing manages the processing of tax returns and posting the tax payment
as well as taxpayer audit support functions.
4. Financial Management Services
Financial Management Services handles reconciliation and distribution of revenue
of all payments from DMV transactions as well as grant and contract
administration.
5. Inventory Management
Inventory Management tracks the consignment of controlled inventory and assets.
6. Business Intelligence
Business Intelligence will provide the ability for retrieving and reporting
information on DMV data. There will be the ability to compile data in such a
manner that will be meaningful to the end user (including decision makers at
DMV, external entities, etc.). This will include key performance indicators such
as customer wait time and cost per transaction. Once the data is presented, there
will be a decision support tool to assist DMV managers so that various
alternatives can be compared. BI will also support automated and ad hoc reports
(e.g., enabled by Use Agreements) and assist in identifying fraud through periodic
audits.
7. Administer Infrastructure
Administer Infrastructure will give DMV the necessary flexibility for business
users to be able to change their workflow and bu
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Purpose of this Assignment
This assignment gives you the opportunity to apply your critical thinking skills and
understanding of the course concepts to explain how the enterprise architecture (EA) and/or
the EA program benefits an organization. This assignment specifically addresses the
following course outcomes:
describe enterprise architecture (EA), the appropriate application of EA frameworks,
and an overall ongoing EA program
analyze and examine how enterprise architecture and enterprise systems influence,
support, and enable an organization’s ability to contribute to strategic decision
making and to respond and adapt to the business environment
apply EA concepts to support business requirements and identify opportunities for
enterprise solutions
Assignment
Using the DMV case study provided, determine how an EA could be used to help the DMV
accomplish the objectives stated explicitly and implicitly in the case study. The organization
discussed in the case study has many issues with its current environment and many
changes that it wants to make. It has not established an EA program yet.
The purpose of your paper is to briefly explain what an EA program is, and then justify a
recommendation to establish an EA program for the organization. The DMV has taken on the
CSI Redesign initiative so this presents an opportunity to explore how EA can be a benefit.
You need to orient this assignment to justify recommendations on how the DMV can benefit
from implementing a more holistic (EA) solution. You can use the CSI redesign effort as a
basis on which to build, but your recommendations for EA should scale sufficiently.
You should provide at least four specific examples from the case study to show how an
EA program could be of benefit, and you should provide at least two examples of how
EA specifically benefitted another organization in solving problems similar to ones in the
case study. (NOTE: More than four examples are required to receive all possible points; see
Grading Rubric below.) Your paper will be graded on both the accuracy and the strength of
your justifications; it needs to make a strong and compelling case for establishing an EA
program for the DMV.
Your paper should be 2-3 pages in length (not counting any cover sheet or reference
pages). The use of at least two external scholarly resources (other than class materials)
is required. (NOTE: More than two external resources are required to receive all possible
points; see Grading Rubric below.) You should use scholarly journals (rather than
Wikipedia and authorless website postings). If you need assistance with determining what a
scholarly journal is, the UMUC library is a very good source of information, accessed via the
following link: http://www.umuc.edu/library/libhow/articles.cfm. Remember to correctly cite
and reference all sources using APA format.
Submit your paper in Word format via your Assignments Folder as an attached document
with your last name included in the filename.
03/15/2019
1
Grading Rubric
Use the rubric below to be sure you have covered all aspects of this assignment.
Criteria
Introduction
Explanation
of Enterprise
Architecture
Program
Justification
for EA
Program
03/15/2019
90-100%
Far Above
Standards
80-89%
Above
Standards
70-79%
Meets
Standards
60-69%
Below
Standards
< 60%
Well Below
Standards
Possible
Points
5 Points
4 Points
3.5 Points
3 Points
0-2 Points
5
A sophisticated
introduction sets
the stage for the
paper.
A well-written
introduction
sets the stage
for the paper.
The
introduction
adequately
sets the stage
for the paper.
The
introduction
does not
adequately
set the stage
for the paper.
No
introduction
included.
13-15 Points
12 Points
10-11 Points
9 Points
0-8 Points
Explanation is
brief but clear; is
complete enough
to set the stage
for the paper;
and
demonstrates a
sophisticated
understanding of
course concepts.
Explanation is
brief but clear;
is complete
enough to set
the stage for
the paper; and
demonstrates
a good
understanding
of course
concepts.
Explanation is
adequately
clear and
sufficiently
complete to
set the stage
for the paper,
and
demonstrates
an adequate
understanding
of course
concepts.
Explanation
may be only
somewhat
clear or
complete;
may or may
not
demonstrate
an adequate
understanding
of course
concepts.
Explanation is
not included
or little effort
is
demonstrated.
23-25 Points
20-22 Points
18-19 Points
0-14 Points
The justification
is clear,
compelling and
directly related
to the case
study. It
demonstrates a
sophisticated
understanding of
course concepts,
analysis, critical
thinking, and
synthesis.
The
justification is
clear, and
directly related
to the case
study. It
demonstrates
a good
understanding
of course
concepts,
analysis,
critical
thinking, and
synthesis.
Justification is
clear and
related to the
case study; it
demonstrates
adequate
understanding
of course
concepts,
analysis,
critical
thinking,
and/or
synthesis.
15-17
Points
Justification
may be
somewhat
clear, or may
be somewhat
related to the
case study; it
may not
demonstrate
adequate
understanding
of course
concepts,
analysis,
critical
thinking,
15
25
Justification is
missing or
demonstrates
little effort.
2
Criteria
90-100%
Far Above
Standards
80-89%
Above
Standards
70-79%
Meets
Standards
60-69%
Below
Standards
< 60%
Well Below
Standards
Possible
Points
0-11 Points
20
and/or
synthesis.
Benefits
18-20 Points
16-17 Points
14-15 Points
More than four
benefits of an EA
program are
identified and
clearly related
directly to the
case study,
demonstrating
sophisticated
critical thinking
and writing.
More than four
benefits of an
EA program
are identified
and related to
the case study,
demonstrating
critical thinking
and writing.
At least four
benefits of an
EA program
are identified;
and are at
least
somewhat
related to the
case study;
and
demonstrate
adequate
critical
thinking.
12-13
Points
Four or fewer
benefits of an
EA program
may be
identified;
and/or may
be only
somewhat
related to the
case study;
and/or may
not
demonstrate
adequate
critical
thinking.
9-10 Points
8 Points
7 Points
6 Points
0-5 Points
More than two
examples of
benefits of EA
from other
organizations
are identified
and are related
to the case
study;
demonstrates
analysis and
critical
thinking.
At least two
examples of
benefits of EA
from other
organizations
are presented
and are
related to the
case study;
demonstrates
adequate
analysis and
critical
thinking.
Two or fewer
examples of
benefits of EA
from other
organizations
may be
presented
and/or may
be only
somewhat
related to the
case study;
and/or may
not
demonstrate
adequate
analysis and
critical
thinking.
No examples
from other
organizations
are
presented, or
little effort
demonstrated.
4 Points
3.5 Points
3 Points
0-2 Points
Conclusion is
somewhat
No conclusion
provided, or
More than two
examples of
benefits of EA
from other
organizations are
identified and
are clearly
Examples
related to the
from Other
case study;
Organizations demonstrates
sophisticated
analysis and
critical thinking.
5 Points
Conclusion
03/15/2019
Conclusion is
convincing,
No benefits
identified or
little effort
demonstrated.
10
5
3
Criteria
90-100%
Far Above
Standards
80-89%
Above
Standards
70-79%
Meets
Standards
60-69%
Below
Standards
< 60%
Well Below
Standards
Conclusion is
effective and
relevant.
Demonstrates
analysis and
critical
thinking.
Conclusion is
provided and
is relevant.
effective
and/or
relevant.
minimal effort
demonstrated.
9-10 Points
8 Points
7 Points
6 Points
0-5 Points
More than two
scholarly sources
other than the
class resources
are incorporated
and used
effectively,
contextualized,
appropriately
researched and
supported, and
synthesized with
original
arguments.
Sources used are
credible,
relevant, and
timely. Correct
APA style is used
for citations and
references.
More than two
scholarly
sources other
than the class
resources are
incorporated
and used
effectively,
appropriately
researched and
supported, and
support
original
arguments.
Sources used
are credible,
relevant, and
timely. Correct
APA style is
used for
citations and
references.
Two scholarly
sources other
than the class
resources are
properly
incorporated
and used.
Uses APA
format for
references and
citations.
Two or fewer
sources other
than the class
resources
may be used;
may not be
scholarly
sources; may
not be
properly
incorporated
or used to
support
arguments;
may rely too
heavily on the
reporting of
external
sources,
and/or are
not effective
or
appropriate;
and/or are
not credible,
relevant, or
timely. May
not use APA
format.
No external
research is
incorporated
or reference
listed is not
cited within
text.
9-10 Points
8 Points
7 Points
6 Points
0-5 Points
Paper reflects
Paper reflects
effective
organization;
follows
instructions
Paper has
some
organization;
may have
some errors in
Paper is not
well
organized,
and/or
contains
Paper is
extremely
poorly
written, has
many
effective and
relevant.
Demonstrates
sophisticated
analysis and
critical thinking.
External
Research
Format
03/15/2019
effective
organization and
sophisticated
writing; follows
Possible
Points
10
10
4
Criteria
90-100%
Far Above
Standards
80-89%
Above
Standards
70-79%
Meets
Standards
60-69%
Below
Standards
< 60%
Well Below
Standards
instructions
provided; is
written in third
person; uses
correct structure,
grammar, and
spelling; doublespaced and
presented in a
professional
format using
Word.
provided; is
written in third
person; has
few errors in
sentence
structure,
grammar, and
spelling;
doublespaced, and
presented in a
professional
format.
sentence
structure,
grammar and
spelling. Is
double spaced
and written in
third person.
several
grammar
and/or
spelling
errors;
and/or is not
doublespaced and
written in
third person.
grammar
and/or
spelling
errors, or
does not
convey the
information.
TOTAL
Points
Possible
03/15/2019
Possible
Points
100
5
DMV Case Study
Purpose of this Assignment
(The information below is excerpted from the Virginia Department of Motor Vehicles RFP
154:7-061, DMV CSI Systems Redesign Project, available from under Content>Course
Resources>DMV_CSI_RFP_083107_Final_Release. Corresponding page numbers from the
RFP are given in parentheses at the end of each lettered section heading.)
A. DMV Organizational Overview (p. 2)
The Department of Motor Vehicles (DMV) is a governmental agency in the Executive Branch of
Virginia state government. Under the direction of the Secretary of Transportation, DMV
administers motor vehicle and tax related laws for the continued benefit of all citizens of the
Commonwealth of Virginia. Specifically, DMV administers motor vehicle titling and licensing
laws, drivers licensing laws, transportation safety laws, tax laws, and other motor vehiclerelated laws and regulations as directed by the Code of Virginia and Federal laws, as amended.
DMV employs nearly 2000 full and part-time employees to meet its daily mission of providing
transportation services to customers in Virginia. These employees provide services via one
centralized administrative Headquarters located in Richmond, Virginia as well as 74 Customer
Service Centers (CSCs) and 13 Motor Carrier Service Centers/Weigh Stations (MCSCs)
dispersed throughout the state. In addition, some services are provided at more than 40 DMV
Select offices located throughout the state. DMV Selects are a service alternative to visiting a
full-service DMV Customer Service Center. Local governments and private entities contract with
DMV to provide secure, select DMV transactions at convenient locations.
DMV provides a multitude of services to private citizens, transportation entities, courts, law
enforcement agencies, government agencies, insurance companies, and related transportation
clients. The most commonly provided DMV services include:
?
?
?
Credentialing This includes the provision of driver testing and licensing, vehicle
titling and registration, credentialing of commercial motor carriers, and regulatory
licensing functions such as fuel distributors, rental car companies, dealers,
commercial driver training schools, driver improvement clinics, and 3rd party
testers.
Tax processing This includes support for the calculation, collection, accounting,
and reporting statistics for all tax filings (including IFTA, tax on fuel, and tax on
motor vehicle rentals) as well as support for an external/taxpayer audit function.
Oversight of related programs such as transportation safety and information
management
Due to the nature of DMV business processes, the type of work performed by the agency
requires substantial use of automated systems. It is imperative that the agency operate its
programs and facilities in an efficient manner, incorporating into its operation those
July 2014
1
technological developments and automated solutions that will enhance the delivery of services to
DMV’s various transportation clients.
B. The Opportunity (p. 1, pp. 2-3)
DMV has decided to undertake a systems redesign they are calling CSI:
?
?
?
?
?
?
Customer-centric
Service Oriented
State-of-the-art
Secure
Intelligent
..CSI
The DMV CSI Systems Redesign project focuses on the fragmented processing of DMVs core
business areas of credentialing, tax processing, and financial management. The purpose of the
CSI effort is to transform these fragmented and outdated systems into one modernized system
that is responsive to the ever-changing needs relating to internal security, homeland security,
legislative mandates, and customer relationship management.
As we move forward with this endeavor, DMV has a unique opportunity to revolutionize the
agencys approach to fulfilling its mission, carrying out core functions, and delivering service.
DMV intends to fully integrate processing while incorporating and leveraging the full
functionality and benefits of proposed technology solutions as well as the technology already in
place.
The scope of the DMV CSI Systems Redesign project is based on utilizing a fully integrated
system to serve and manage our customers, our contractual business partners, and our
stakeholders. The scope includes, but is not limited to credentialing, tax processing, and financial
management.
The CSI Redesign consists of the following components:
?
?
?
?
?
July 2014
User interfaces for Headquarters, Weigh Station, and Customer Service Center
staff, DMV Selects, Internet, Touchtone, cyber sites, and selected business
partners (online dealers, Commissioners of the Revenue, insurance companies,
motor carrier companies, etc.)
Core business services
Infrastructure services to manage access rights, perform audit and system logging
functions, a business rules engine, a message broker to facilitate communication
between components and with external system interfaces, transaction suspense
capability, and a correspondence module.
Data stores, business intelligence to provide regular and ad hoc management
reports, audit reports and fraud alerts, and other applications, and
Interfaces to other systems, such as DMVs Purchasing, Inventory, and Payables
System (PIPS), Department of Accounts (DOA), Treasury, Unified Carrier
2
Register (UCR) repository, Centralized Accident Processing System (CAP),
Traffic Records Electronic Data System (TREDS) which will replace CAP,
Hauling Permits, Virginia Criminal Information Network (VCIN), DMVs
Human Resource system, etc.
C. The Current Environment (pp. 6-7)
1. Overview of Existing Customer Service Center (CSC) Environment
Each CSC has the capability to house its own hardware and software supporting the
citizens of the Commonwealth utilizing server virtualization and operating system
streaming to reduce the support costs associated with distributed systems.
The main technologies utilized are based on Ardence Desktop Edition
(www.ardence.com) to stream the Windows operating system to the desktops. VMWare
ESX server is utilized to host virtual Windows 2003 based servers.
DMV CSCs are connected to the DMV HQ via T1 speed circuits. The HQ WAN
connections are enhanced by the use of F5 WANjet appliances. DMV CSCs also have
frame relay circuits connecting them to the Virginia Information Technologies Agency
(VITA) data center for SNA Mainframe traffic only.
All servers in each branch must support being virtual servers. This allows DMV to
centrally manage and deploy servers without having to procure or replace server
hardware as systems are introduced, upgraded, or replaced. Servers can be deployed from
the central DMV support system utilizing the existing DMV Virtual Server Farm. DMV
has a pair of HP Proliant DL360s fiber connected to an HP MSA1000 SAN for Virtual
Machines. All connections to the SAN are through the DL360s and Virtual Servers. The
current storage capacity of the MSA1000 is approx 1TB of storage. Disk space can be
provided via Windows 2003 Virtual Servers.
All workstations have the operating system streamed (OSS) via Ardence Desktop
Edition. This allows DMV to centrally manage and update one system image for all
machines at the DMV CSCs. The internal hard disk on each workstation has been
deactivated as the operating system is streamed but can be enabled if necessary. Also,
Ardence Desktop Edition provides a full Windows XP Pro Operating system, not an XP
embedded or thin client OS. This allows any device with the proper drivers installed in
the master image to work on the DMV OSS Workstations. DMV has deployed HP
dc7600 slim line PCs for the OSS Workstations.
User authentication, authorization, file and print, and group policies are provided locally
at each CSC via Virtual Windows 2003 Servers.
Each CSC presently has its own software to support the citizens of the Commonwealth
for driver licensing and vehicle registration utilizing CSCNet (Customer Service Center
Network) written in the Software AG language Natural, in a Unix environment.
July 2014
3
2. Overview of Existing DMV HQ Computing Environment
At its Headquarters location, DMV operates a Novell v6.5 LAN.
Customer Service Center PCs connect to the HQ LAN via the WAN. DMV PCs operate
in either a Windows 2000 or XP Pro SP2 environment.
Novell GroupWise v7.x is used for e-mail. Netware for SAA is used for 3270 emulation
with the use of Powerterm to access CSS.
3. Overview of Existing Citizen Services System (CSS)
The CSS System is a mainframe application system running in the OS/390 environment
at VITA. DMVs application programs are built using the Software AG products
ADABAS, Natural, and COMPLETE. CSS is DMVs primary information system that is
used for storing information on customers, their addresses, their driver history, vehicle
registration and titling information, etc.
This system is accessed from the CSCs via a private Frame-Relay network, and from the
DMV Headquarters location via a private DS3 serial connection. CSS is also accessible
via the EAI layer described below via XML web services.
4. Overview of Current DMV Enterprise Application Infrastructure (EAI)
DMVs current EAI is a service-based architecture utilizing a variety of techniques. The
preferred mechanism to interact to DMVs EAI is via web services. DMV provides highavailability services to the mainframe, databases, and a variety of other DMV systems.
Presently DMV utilizes Windows based servers as Presentation, Business Logic, and
Data Access servers. DMV Servers are secured based on current industry standards
provided by the NSA, SANS Institute, etc, as well as those published by VITA. Servers
are designed with standardization across all machines. DMV utilizes both physical and
virtual servers (VMWare ESX Server) based on need and activity.
Document and image management, storage, retrieval, and workflow services are provided
by Hyland Systems OnBase application.
DMVs present enterprise database platform consists of a high-availability Oracle 10g
RAC 2 node cluster and a SQL Server 2005 failover cluster both utilizing fibre channel
storage.
The DMV Enterprise Application Infrastructure (DMV-EAI) is designed with security
and standardization as the core set of principles required to provide maximum uptime to
applications and customers.
July 2014
4
DMVs present development environment for enterprise applications is based on the
Microsoft .NET development platform (VB.NET and C#).
5. Overview of Other Outlets
DMV has several outlets that utilize a combination of technologies defined above. These
outlets and systems provide core services to internal and external customers of DMV.
They are highlighted below and are not all-inclusive of all outlets, yet provide the
necessary sampling of technology implementation for reference purposes:
DMV Select: DMV Select allows selected business partners to provide core DMV
services to the citizens of the Commonwealth. They utilize a smart client application to
perform vehicle related transaction processing. Select offices utilize the public Internet
over a secure channel to access the core services available on CSS. The access is
provided by the EAI listed above to interact with CSS.
MCSC (Motor Carrier Service Center): The MCSC offices utilize a variety of
applications to perform their daily activities. They have access to CSCNet as well as
several intranet applications that interact with CSS via the EAI listed above. They utilize
a combination of smart client, intranet web applications and Powerterm to access CSS via
a 3270 client.
3rd Party Systems: DMV has several 3rd Party hosted systems that support various
business functions. Examples include ACS, Digimarc, etc. These systems utilize various
technology sets and platforms that interact with the core platforms identified above.
D. CSI Redesign Objectives (pp. 8-9)
1. Providing improved access to information through single sign-on and limiting access to
data, fields and values, screens, system processes to only authorized users, improving
user authentication, segmenting and tracking access based on user roles and
responsibilities (role-based security model capabilities), and creating a new ability for
users to generate ad hoc reports.
2. Enhancing security, customer ID verification, and fraud prevention by eliminating
duplicate customer records and creating a true single customer record, tracking patterns
of suspicious activity (customer and employee), producing automated exception reports
and creating systems alerts to potential safety, security, and risk management issues, and
restricting access based on user roles and responsibilities and accommodating multiple
authentications based on segregation of duties.
3. Automating audit requirements and oversight by tracking user activity in a standard
manner and creating a single data store.
4. Consolidating disparate applications by replacing multiple systems with a single
integrated data store, integrating multiple applications through core modules (such as user
interfaces, core business services, infrastructure related services, interfaces, etc.), and
providing a financial services component, as well as a tax processing component, with
enhanced tracking and netting capabilities.
July 2014
5
5. Improving efficiencies by incorporating best practices and re-engineering all processes
within the project scope (at a detailed level as part of developing a detailed system design
during the detailed design forum).
6. Implementing a customer-centric model that effectively supports customer relationship
management.
7. Increasing alternative service channel usage by allowing most transactions to be offered
through multiple channels.
8. Migrating toward electronic credentials to provide the type of controlled access needed
for authorized entities to verify the existence of electronic credentials, including
photographic or other images as may be required.
9. Accommodating interoperability and integration with business partners by providing a
consistent method to interface with business partners and a consistent message format for
exchanging data as well as creating the ability to effectively manage business partner
contracts and billing electronically.
10. Providing an integrated financial component, including integration of the agencys ERP
(Oracle Financials), to facilitate a complete financial view of the customer (refunds due,
additional fees due, etc.) as well as an enhanced ability to allocate revenues to appropriate
accounts.
E. Future State Business Process Model (pp. 14-18)
July 2014
6
Each of the seven process areas identified in the CSI Future State Business Process Model are
described below, including the business functions supported by each as well as the
products/services provided. Please note that these processes and business functions are not listed
in priority order.
1. Service Delivery
Service delivery supports all DMV access channels to provide a 360-degree view
of a DMV customer by collecting all relevant data. All customer (including
business partners, stakeholders, etc.) and employee contact and activity must enter
and exit through this process. Service Delivery will coordinate all support
functions of the contact activity including the ability to support a shopping cart
concept for multiple transactions, payment processing and netting, inventory
processing, and release of the final product.
July 2014
7
2. Credentialing
The credentialing process rolls the credentialing functions of driver, vehicle,
motor carrier, and regulatory licensing functions such as fuel distributors, rental
car companies, dealers, commercial driver training schools, driver improvement
clinics, and 3rd party testers into one, all inclusive process. A credential can be
issued, updated, or renewed, a privilege reinstated or taken away, and compliance
to requirements is monitored. A credential would also include the creation of
PINs, Use Agreements, and any other DMV product or service requiring formal
authorization or approval.
3. Tax Processing
Tax Processing manages the processing of tax returns and posting the tax payment
as well as taxpayer audit support functions.
4. Financial Management Services
Financial Management Services handles reconciliation and distribution of revenue
of all payments from DMV transactions as well as grant and contract
administration.
5. Inventory Management
Inventory Management tracks the consignment of controlled inventory and assets.
6. Business Intelligence
Business Intelligence will provide the ability for retrieving and reporting
information on DMV data. There will be the ability to compile data in such a
manner that will be meaningful to the end user (including decision makers at
DMV, external entities, etc.). This will include key performance indicators such
as customer wait time and cost per transaction. Once the data is presented, there
will be a decision support tool to assist DMV managers so that various
alternatives can be compared. BI will also support automated and ad hoc reports
(e.g., enabled by Use Agreements) and assist in identifying fraud through periodic
audits.
7. Administer Infrastructure
Administer Infrastructure will give DMV the necessary flexibility for business
users to be able to change their workflow and bu
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