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2 Reference Model Overview

The AGA contains a set of inter-related reference models designed to facilitate cross-agency analysis and the identification of duplicate investments, gaps and opportunities for collaboration within and across agencies. Collectively, the reference models comprise a framework for describing important elements of the AGA in a common and consistent manner. Refer to Figure 2-1 for details.

Figure 2.1 - Reference Model text description below
Figure 2-1: Australian Government Architecture (AGA)
Text description for Figure 2-1 : Australian Government Architecture (AGA)

Through the use of this common enterprise architecture framework and vocabulary, ICT portfolios can be better managed and leveraged across the Australian Government. This section introduces the purposes and structures of the five AGA reference models:

2.1 Performance Reference Model

The PRM is an outcome-focused measurement framework that can assist government agencies in the design and implementation of effective business measurement systems and performance architectures. It is made up of a hierarchical meta-model that helps identify measurement needs; a classification framework that describes the types of measurement that can support the identified needs; and a measurement indicator framework that helps define effective measurement indicators. When combined, these elements form a PRM that:

The PRM is flexible and can be applied within any government agency at any level of government to support planning, management and evaluation activities. It consolidates, aligns and extends existing measurement systems and process frameworks, such as the Information Technology Infrastructure Library (ITIL) and the Portfolio, Programme and Project Management Maturity Model (P3M3), and reduces the implementation and operational burden on agencies.

The objective of the PRM is to support the development of a measurement 'line of sight' between the inputs of government and the effective and efficient realisation of outcomes. The 'line of sight' captures and describes the cause-and-effect relationship that exists between the input of resources, the efficiency of business processes and the effectiveness of agencies in realising outcomes.

The PRM aligns with the Outcome Process Model, supporting planning and management (execution) activities within an organisation. It facilitates the alignment and consolidation of existing measurement frameworks and the definition of new measurement indicators that capture and describe:

When implemented within an agency, the measurement framework delivers a line of sight for agency executives to the resource inputs allocated to an initiative (program, project, section, branch or division) and the intended outcomes of that initiative. The line of sight also captures the efficiency and effectiveness of the work processes involved, the quality of outputs produced and the impact of output usage levels by targeted the quality customers.

Figure 2-2 shows that the PRM Structure comprises a line of sight, or cause and effect relationship between inputs and outputs, through the use of the Measurement Domain, Domain Sub-type, Sub-type Attribute, Measurement Grouping and Measurement Indicator hierarchy. This is explained further in the following text.
Figure 2-2: PRM Structure

There are five measurement domains within the AGA PRM: Inputs; Processes and Activities; Outputs; Usage; and Outcomes. As detailed above, these domains correspond to the five discrete areas of activity described in the Government and Business Operation Model, the Inputs–Transformation–Outcome Model, and the Outcomes Process Model presented in the Performance Reference Model.

Figure 2-3 shows the five measurement domains within the AGA PRM: Inputs, Work, Outputs, Usage and Outcomes. Within these domains, there are 14 measurement domain sub-types, which are explained in the following text.
Figure 2-3: The PRM Classification Framework

Within the five measurement domains, there are 14 measurement domain sub-types:

  1. The Inputs domain contains fixed assets, technology, people, data and information, and finances (the types of input).
  2. The Work domain contains ad hoc tasks, projects and processes and operations (business as usual)—the types of work.
  3. The Outputs domain contains products and services (the types of output).
  4. The Usage domain contains product consumption and service delivery (the types of usage).
  5. The Outcomes domain contains program outcomes and business outcomes (the types of outcome).

Under each of the measurement domain sub-types are categories that correspond to the attributes of the domain sub-type, and below the attribute measurement categories are measurement groupings that provide theme groupings for attribute measurements should they be required.

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2.2 Business Reference Model

The Business Reference Model (BRM) provides a framework facilitating a whole-of- government functional view of the Australian Government's Lines of Business (LoBs), independent of the agencies performing them.

The BRM extends the 'line of sight' concept described in the Performance Reference Model, by articulating the government business required for achieving the desired performance outcomes and business objectives, and linking the government business through to the business processes supported by service components described in the Service Reference Model.

The BRM describes the Australian Government around common business areas instead of through a stove-piped, agency-by-agency view. It promotes agency collaboration and serves as the underlying foundation for the AGA and e-Government strategies.

The functional approach promoted by the BRM to help accomplish the e-Government strategic goals will be achieved when it is incorporated into business-focused enterprise architectures and the management processes of agencies.

The BRM is structured into a tiered hierarchy representing the business functions of the Australian Government. Business areas are at the highest level, broken down into lines of business that are comprised of a collection of business capabilities at the lowest level of functionality in the BRM.

At an agency level, these business capabilities are represented by business services that are enacted through the business processes created by the agencies. Business processes are, in turn, delivered and supported by service components that are described in the are, in turn, delivered and Service Reference Model.

Refer to Figure 2-4 for the BRM tiered hierarchy2 and its relationship to business services and business processes.

Figure 2.4: BRM Structure shows the BRM is a tiered hierarchy of Business Area, Line of Business and Sub-function
Figure 2-4: BRM Structure

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2.3 Service Reference Model

The Service Reference Model (SRM) is a business-driven, functional framework classifying services according to how they support business and performance objectives. It serves to identify and classify horizontal and vertical service components supporting agencies and their ICT investments and assets. The model aids in recommending service capabilities to support the re-use of business components and services across the Australian Government.

The SRM is organised across horizontal service areas, independent of the business functions, providing a foundation for sharing and re-use of business services, applications, application capabilities and components. Refer to Figure 2-5 for the SRM hierarchical structure.

Figure 2-5 shows that the SRM is a tiered hierarchy comprising service domain, service type and service components. Detail has been provided in the preceding text.
Figure 2-5: SRM Structure

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2.4 Data Reference Model

The Data Reference Model (DRM) is a flexible, standards-based framework to enable information sharing and re-use across the Australian Government via the standard description and discovery of common data and the promotion of uniform data management practices. The DRM provides a standard means by which data may be described, categorised and shared.

Figure 2-6 reflects this within each of the DRM's three standardisation areas:

Figure 2-6 shows that the DRM is a tiered hierarchy comprising data description, data context and data sharing. Detail has been provided in the following text.
Figure 2-6: DRM Structure

The DRM provides a frame of reference to:

The DRM provides guidance to enterprise architects and data architects for implementing repeatable processes to enable data sharing in accordance with government-wide agreements, including agreements encompassing state, territory and local governments, as well as other public and private non-government institutions. The intent is to mature, advance and sustain their data agreements in an iterative manner.

The DRM can provide value for agency data architecture initiatives by:

As a reference model, the DRM is presented as an abstract framework from which concrete implementations can be derived. The abstract nature will enable agencies to use multiple implementation approaches, methodologies and technologies while remaining consistent with the foundational principles of the DRM.

The DRM abstract model can be implemented using different combinations of technical standards. As one example, the Exchange Package concept in the Data Sharing standardisation area may be represented via different messaging standards (e.g. eXtensible Markup Language [XML] schema, Electronic Data Interchange [EDI] transaction set) in a concrete system architecture for purposes of information sharing. Other ways to implement DRM capabilities may be put forward by other agencies or stakeholders.

By associating elements of concrete architectures with the DRM abstract model, those concrete elements may be associated with each other, helping to promote interoperability between cross-agency architectures/implementations. Thus the abstract nature of the DRM as a reference model provides tremendous implementation flexibility.

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2.5 Technical Reference Model

The Technical Reference Model (TRM) is a component-driven, technical framework categorising the standards and technologies to support and enable the delivery of services and capabilities. It also unifies existing agency TRMs and whole-of-government guidance by providing a foundation to advance the re-use and standardisation of technology and service components from a government-wide perspective.

Aligning agency capital investments to the TRM leverages a common, standardised vocabulary, allowing inter-agency discovery, collaboration and interoperability. Agencies and the Australian Government will benefit from economies of scale by identifying and re-using the best solutions and technologies to support their business functions, mission and target architecture. Refer to Figure 2‑7 for the TRM structure.

Figure 2-7 shows that the TRM is structured along service areas, service categories and service standards. Detail has been provided in the preceding text.
Figure 2-7: TRM Structure

  1. The AGIFT online site is at: http://www.naa.gov.au/records-management/publications/agift/index.htm
  2. In the AGA Reference Models Version 1.0 and in the Business Process Interoperability Framework (August 2007) the Business Capability layer of the BRM hierarchy was referred to as the Sub-function layer.
  3. Communities of Interest are collaborative groups of users who require a shared vocabulary to exchange information in pursuit of common goals, interests and business objectives.
  4. The term 'Rosetta Stone' has become idiomatic as something that is a critical key to a process of decryption or translation of a difficult problem.' (http://www.wikipedia.org/)

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Contact for information on this page: AGA@finance.gov.au

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Last Modified: 30 November, 2011